Annual Dinner - The Engineering Society of Detroit

Transcription

2006
Annual
Dinner
PLUS:
Project
Management
AND:
What Really
Matters at 100
AUG–SEP 2006
12
Official Publication of The Engineering Society of Detroit
Technology
Century
Vol. 11 No. 4 August–September 2006
Departments
02
03
04
12
16
18
20
24
44
PUBLICATION NOTES
President’s Message
IN THE NEWS
ESD Event Highlights
ESD Membership
SUSTAINING & Corporate MEMBERS
ESD Upcoming Events
ESD AFFILIATE COUNCIL
Column: Working World 101
5
Features
28 by doug boebinger
32 By Tony Wolf
36 BY William A. Moylan
36 BY AHMED AWAD AND MUMTAZ USMEN
You Think You Are Not a Project
Manager?
Construction Specifications:
Undergoing a Profound Change
Leading the Virtual Project Team
with Trust
12 Components of Integrated
Construction Project Management
SpeciaLS
05
14
26
ESD Annual Dinner
INTERVIEW: Fred Campbell at 100
What’s Happening at Michigan Universities
COVER: John and Kathy Banicki greet H. Fred Campbell, FESD, the oldest member of ESD, at the 2006 Annual Dinner. (See interview,
page 14, and Annual Dinner retrospective, page 5)
www.esd.org | The Engineering Society of Detroit | Technology Century
Vol. 11 No. 4 August–September 2006
2000 Town Center, Suite 2610 • Southfield, MI 48075-1307
248–353–0735 • 248–353–0736 fax • [email protected] • www.esd.org
ESD Publications Committee
Chair: Ralph H. Kummler, PhD, FESD, Wayne State University
Michael F. Cooper, PE, Harley Ellis Devereaux
Utpal Dutta, PhD, University of Detroit–Mercy
Christopher D. Dyrda, DaimlerChrysler Corporation
William A. Moylan, PhD, PMP, FESD, Eastern Michigan University
John G. Petty, FESD, General Dynamics
Charles L. Wu, PhD, FESD, Ford Motor Company
Yang Zhao, PhD, Wayne State University
Staff Liaison: Dale Thomas, The Engineering Society of Detroit
ESD Board of Directors
President: David S. Meynell, Dürr Systems, Inc.
PRESIDENT-ELECT: Richard J. Haller, Walbridge Aldinger Co.
Vice President: David A. Skiven, PE, General Motors Corporation
Treasurer: Steven E. Kurmas, PE, Detroit Edison
Secretary: Darlene Trudell, CAE, The Engineering Society of Detroit
Past President: Donald E. Goodwin, DaimlerChrysler Corporation
Members at large: Katherine Banicki, Testing Engineers and Consultants
Dennis M. King, FAIA, FESD, Harley Ellis Devereaux
Mary Kramer, Crain’s Detroit Business
Thomas H. Landry, Jonna Construction Company
Michael Morrison, Perot Systems
August Olivier, General Motors Corporation
Douglas Patton, DENSO International America, Inc.
Richard F. Pearson, National Center for Manufacturing Sciences
Yogendra N. Rahangdale, American Axle and Manufacturing
William P. Russo, Ford Motor Company
Paul T. Sgriccia, PE, Golder Associates Inc.
Rebecca M. Spearot, PhD, PE, Lear Corporation
Mumtaz A. Usmen, PhD, PE, FESD, Wayne State University
Lewis N. Walker, PhD, PE, Lawrence Technological University
Technology Century Staff
Publisher: Darlene Trudell, CAE, ESD Executive Vice President
Pub. Coordinator: Dale Thomas, ESD Managing Director of Marketing and Communication
Creative DirECTOR: Nick Mason, ESD Creative Director and IT Systems Director
EDITOR: Susan C. McCraven
STAFF: CeAnne Leonard
Technology Century (ISSN 1091-4153 USPS 155-460) is published six times per year by The Engineering Society of Detroit (ESD),
2000 Town Center, Suite 2610, Southfield, MI 48075. Subscriptions are free to ESD members. Nonmembers may subscribe for
$175 per year by contacting ESD at 248–353–0735. Periodical postage paid at Southfield, MI, and at additional mailing offices.
POSTMASTER: Send address changes to ESD, 2000 Town Center, Suite 2610, Southfield, MI 48075.
The authors, editors and publisher will not accept any legal responsibility for any errors or omissions that may be made
in this publication. The publisher makes no warranty, express or implied, with respect to the material contained herein.
Advertisements in Technology Century for products, services, courses and symposia are published with a caveat emptor (buyer
beware) understanding. The authors, editors and publisher do not imply endorsement of products, nor quality, validity or
approval of the educational material offered by such advertisements. ©2006 The Engineering Society of Detroit
| Technology Century | AUGUST–SEPTEMBER 2006
Publication
NOTES
Dr. Ralph H.
Kummler, FESD
ESD Publications
Committee Chair;
Dean, College of
Engineering, Wayne
State University
Well, chalk up another successful Annual
Meeting for ESD! It is always a pleasure for a
society to be able to recognize the talent and
dedication of its members and the profession
that it serves. This issue of Technology
Century provides a pictorial roundup of
the 2006 Annual Dinner program. It was
especially rewarding to have John Petty, one
of the senior members of the society, a past
president and faithful member of our many
committees, as the Horace H. Rackham
Humanitarian Awardee. It was richly
deserved. The construction awards were
overwhelming as usual, demonstrating the
creativity of our architects and construction
engineers, along with the wisdom of the
owners in selecting them. The Roostertail
location was superb, bringing us back to
yesteryear, when the Roostertail functions
were frequent.
Many of us came back for the subsequent
Hydrofoil breakfast, so we could witness the
big boats spraying their wake which gave the
venue its name. That function was also a huge
success, so hats off to ESD for great choices.
In this issue, we focus on Project
Management from the construction point
of view with Bill Moylan writing about
“Leading the Virtual Project Team with
Trust,” Mumtaz Usmen writing about
“Integrated Construction Management,”
Tony Wolf taking on the delicate issue of
“Construction Specifications Undergoing
a Profound Change,” and Doug Boebinger
telling us “What Is a Project Manager.” In an
article that is of general interest, but which is
also a critical management tool, Gary Mack
gives some points on “Presentation Skills.”
ESD PRESIDENT’s MESSAGE | August–September 2006
Let’s Keep Our New Engineering
Graduates in Michigan
Delivered at the ESD Annual Dinner on June
21, 2006, as the State of The Engineering
Society of Detroit speech (see page 5).
he Engineering Society
of Detroit is committed
to providing young
engineers with opportunities for employment
here in Michigan. In
February, the Young
Engineer Council held
its second annual engineer Job Fair
and 50 companies had the opportunity to meet nearly 500 prospective
employees. While this program goes
a long way in addressing ESD’s efforts
to keep Michigan-trained engineers in
Michigan, I believe we can do more.
We all know that Michigan has some
of the country’s highest rated colleges
and universities for engineering education. Each year, these institutions turn
out 4,000 to 5,000 engineering graduates with bachelor’s or master’s degrees.
These graduates are recognized by the
best companies in the country (and the
world) as being some of the best qualified young people entering the workforce. It is therefore not surprising that
these companies actively seek to hire
Michigan graduates.
For example, some of the top hiring
companies at University of Michigan
last year were Boeing, Intel, Lockheed/Martin, Northrup/Grumman,
Microsoft and GE, all large companies
recognized as the best in their fields.
However, none of these is a Michiganbased organization. An amazing statistic
is that more than 50 percent of all Michigan engineering graduates leave the
state! And yet, just in the Detroit/Ann
Arbor region, over 4,000 engineering
positions are forecast for 2007; statewide, the forecast is for 6,500 positions,
all in engineering and scientific fields.
There is a current misconception:
Michigan has no jobs to offer our graduates and, therefore, young engineers
must leave to find work elsewhere. This
misconception is fueled by the steady
media drumbeat about the problems in the domestic auto industry
and the overall unemployment rate.
Some have even said that unless you
want to live in India or China, there
is no point pursuing engineering as
a career at all! The truth is that we
are losing our best and brightest not
because of a lack of opportunities
here, but, I believe, because of a lack
of a concerted effort by all of us in the
professional community to connect
these graduates with exciting and challenging local job opportunities.
I can tell you from my own experience that some of our company’s best
engineers began as co-op students or
summer interns. These young people
were exposed to real-life engineering
challenges and we received the benefit
of their talents, abilities and fresh
thinking. I am convinced that we were
able to hire them upon graduation
and keep them in southeast Michigan
because we were able to expose them
to interesting work while they were
in school, keeping them from being
seduced by the Intels and Microsofts!
Our governor has been trying to
improve young people’s perception of
Michigan as a place to live and work
through her “cool cities” initiative. All
of us can play a complementary role in
connecting new graduates with some
pretty “cool engineering jobs” and help
stop the brain drain from our state! We
see an important role for ESD in serving
as a link between students and local
companies. I would encourage all of you
to take a look at our outstanding engineers, to become mentors and to give
Michigan grads a chance here before
someone outside the state does.
Sincerely,
David S. Meynell
President, ESD Board of Directors
President and CEO, DÜrr Systems, Inc.
www.esd.org | The Engineering Society of Detroit | IN THE NEWS
Walker
Vaz
Lara
In recent changes at Lawrence Technological University
(LTU), Lewis N. Walker, PhD, was named president and
CEO of the university, and Maria J. Vaz, PhD, has been named
provost. Mr. Walker is former executive vice president and
provost of the 5,000-student private university and has been
serving as interim president and CEO since the retirement of
Dr. Charles Chambers earlier this year. Mr. Walker holds three
degrees, including a PhD in electrical engineering from the
University of Missouri-Columbia. He has also recently been
elected to a three-year term on the board of directors for The
Engineering Society of Detroit. As for Ms. Vaz, she joined the
LTU faculty in 1983 after completing her doctorate in physics
at Kent State University. Previously, she served as associate
provost, dean of graduate programs and interim dean of the
College of Engineering. As dean of graduate programs, she led
development of the first doctorate program in 2001. LTU is
located in Southfield, Mich.
Gloria Lara has been named vice president of product management at Jervis B. Webb Company. She will oversee project
management for U.S. and Canadian operations. Ms. Lara
brings 23 years’ automotive management experience and
holds a bachelor’s in business administration and accounting
from California State University-Fullerton and an MBA from
Harvard Business School.
Satish Udpa, PhD, has been named Dean of the College of
Engineering at Michigan State University, effective July 17,
2006. Dr. Udpa was the former chairperson of the Department
of Electrical and Computer Engineering and acting dean of the
College of Engineering for the past year. His academic degrees
are from J.N.T. University in India and Colorado State.
Ruby and Associates, a structural engineering firm based
in Farmington Hills, has been selected as a member of the
Design/Build team for the construction of the new Mercy
Hospital of Tiffin, Ohio. The $60.4 million project will
include a new 3-story, 140,000-ft2 hospital and attached
60,000-ft2 medical office building and is scheduled to be
completed in 2008.
Udpa
Beaubien
Kellenberger
Richard Beaubien, PE, PTOE, associate and head of the transportation department of Hubbell, Roth & Clark, Inc., has
been elected president of The Intelligent Transportation
Society (ITS) of Michigan for the 2006–2007 year. ITS Michigan is a state chapter of ITS America, which was established in
1991 as a nonprofit organization to foster the use of advanced
technologies in surface transportation systems. Hubbell, Roth
& Clark, Inc. is a multidisciplined consulting engineering firm
with offices throughout southeastern Michigan.
Timothy Truax has been named vice president of Wade Trim.
Joining Wade Trim’s Taylor office are Jamison Brown, ASLA,
as a landscape architect, and Mark Kellenberger, AICP, as
a professional planner. Mr. Truaux has 27 years of wastewater treatment experience in developing operational cost
estimates, management standards, operability and maintainability reviews, process optimization and bottleneck identification. He holds a Michigan B wastewater certificate, Illinois
Class 1 Operator’s Certificate, and an Arizona Grade 4 Operations License. Mr. Brown will provide landscape design and
site planning services to public and private clients. He received
his BS in landscape design and planning from the University
of Michigan School of Natural Resources and Environment.
Mr. Kellenbgerger will serve as a professional planner and will
provide community planning services to municipal government clients. He holds a BS in urban and regional planning
from Michigan State University.
Testing Engineers & Consultants, Inc. (TEC) has been
selected to provide geotechnical engineering and testing and
inspection services for the new MotorCity Casino Hotel. The
project includes a 17-story, 400-room hotel tower. TEC will
also provide the testing, inspection and engineering oversight for the construction of the multimillion-dollar addition to Oakland Community College’s Woodland Hall at the
Highland Lakes campus in Waterford, slated for completion
in 2007. TEC has offices in Detroit, Troy and Ann Arbor and
provides professional engineering consulting services in the
environmental, geotechnical, facility engineering fields and
construction materials testing and inspection services.
ESD ANNUAL DINNER
From left: ESD Membership Committee Chair Roy Link, FESD, President & CEO, Link Engineering Co. (ESD Board President 1984–1985); Warren
Brown, FESD, Vice President, Motor Products, Link Engineering Co.; outgoing board member Noelle Schiffer, Vice President of Sales and Marketing, Original Equipment Suppliers Association; J. Douglas Mathieson, FESD, Licensed Consultant, Group and Affinity Programs, Hartland Insurance
Company; and Douglas R. Allen, FESD, Managing Director, Boyden Executive Search (ESD Board President 1989–1990).
2006 ESD Annual Dinner
featuring the 32nd Annual Construction & Design Awards, ESD Alpha Awards for
Innovation in Engineering & Technology, and the ESD Leadership Awards
2006 ESD Fellow Yang Zhao, PhD, from Wayne
State University, and Judy Ravin from the
Accent Reduction Institute enjoy the cocktail
reception at the Roostertail.
From front: ESD Executive Vice President Darlene J. Trudell enjoys dinner with her husband,
Chuck; Manish Mehta, PhD, FESD; and Edgar
E. Parks, PE, FESD, and his wife, Ruth.
ESD Fellow Tito Marzotto, Senior Vice President of Industrial Manufacturing, BEI Associates, Inc., has his caricature drawn by one of
the two artists in attendance.
www.esd.org | The Engineering Society of Detroit | ESD ANNUAL DINNER
ESD President David S. Meynell,
President and CEO, Dürr Systems,
Inc., delivered the State of ESD
speech (see page 3).
Donald E. Goodwin, Vice President, Scientific Laboratories &
Proving Grounds, DaimlerChrysler,
delivered the Teller’s Report.
Gary E. Mach, JD, ASQ Certified Quality Manager, Spectrum
Strategies, served as master of
ceremonies for the event.
Noelle Schiffer, VP of Sales and
Marketing, OESA, received an
outgoing director gift. Dr. Leo E.
Hanifin, FESD also left the board.
Lifetime Achievement Award winner Jerome C. Neyer, PE, FESD, Principal, NTH Consultants (ESD Board President 1999–2000), shown with his
wife, Sally, currently serves as the chair of the ESD College of Fellows
and a member of the ESD Finance Committee.
John G. Petty, FESD, retired, General
Dynamics Land Systems, received
the Horace H. Rackham Humanitarian Award. (See page 10.)
Jerome C. Neyer, PE, FESD,
founder of NTH Consultants,
received the 2006 ESD Lifetime
Achievement Award.
St. John Lutheran, the winner of the ESD Michigan Regional Future City
Competition, displayed their model at the dinner. The team competed
in the national competition and took third place overall and won two
special awards, including Best Integrated City.
ESD ANNUAL DINNER
FELLOW: Subir Chowdhury, DEng
(Hon), FESD, Chairman and CEO,
ASI Consulting Group, LLC
FELLOW: Hon. Christopher D.
Dingell, PE, JD, FESD, State of
Michigan, Third Circuit Court,
Family Division-Juvenile
FELLOW: Yousif B. Ghafari, PE,
FESD, Chairman, Ghafari Associates, Inc.
FELLOW: Yang Zhao, PhD, FESD,
Chair and Professor, Electrical and
Computer Engineering, Wayne
State University
OUTSTANDING COMMITTEE:
Christopher D. Dyrda, DaimlerChrysler Corporation, Publications Committee Member
John Fillion, DaimlerChrysler
Corporation, Chair of Membership
Benefits Committee
Patrick J. Smithbauer, PE, LEED,
AP, BEI Associates, Inc., Chair of
Economic of Green Buildings &
Regional Development Committees
Robert Stevenson, PE,* Ghafari
Associates, L.L.C., Chair of
Construction & Design Awards
Committee
DISTINGUISHED SERVICE
AWARD: Gary E. Mach, Spectrum
Strategies
DISTINGUISHED SERVICE
AWARD: Michael J. Vinarcik, PE,
Ford Motor Company
AFFILIATE COUNCIL CHAIR:
Kevin Taylor, American Institute
of Chemical Engineers
Outstanding Young Engineer of the Year: Jeremy Hargis, PE,
Robert Bosch Corporation
*Accepting on Mr. Stevenson’s behalf was Ki Hammer,
President and CEO, GHAFARI Associates, L.L.C.
Ford Motor Company
ESD ALPHA AWARD WINNER: Visualizing 3D Sound Fields and
Sound Sources, Sean F. Wu, PhD, Wayne State Unviersity College
of Engineering.
ESD ALPHA AWARD WINNER: Fumes-to-Fuel Technology
Climate Technologies in partnership with DTE Energy and Ford Motor
Company. Accepting the award was Walt Zimmerman, President of
Climate Technologies Corporation.
CONSTRUCTION & DESIGN AWARD WINNER: Detroit School of Arts,
123 Selden, Detroit, Michigan. Owner: Detroit Public Schools. Designers:
Hamilton Anderson Associates and Albert Kahn Associates, Inc. Constructors: Skanska USA Building Inc. and LS Brinker. Program Manager:
Barton Malow Company.
CONSTRUCTION & DESIGN AWARD WINNER: Harborside Office
Center, 1411 3rd Street, Port Huron, Michigan. Owner: Acheson Ventures, LLC. Designer: Albert Kahn Associates, Inc. Constructor: Clark
Construction Company.
CONSTRUCTION & DESIGN AWARD WINNER: Holocaust Memorial
Center, 28123 Orchard Lake Road, Farmington Hills, Michigan. Owner:
Holocaust Memorial Center. Designer: Neumann/Smith & Associates.
Constructor: Granger Construction Company.
CONSTRUCTION & DESIGN AWARD WINNER: Visteon Village, One
Village Center Drive, Van Buren Township, Michigan. Owner: Visteon
Corporation. Designer: SmithGroup. Constructor: Walbridge Aldinger.
Program Manager: PMA Consultants, LLC.
ESD ANNUAL DINNER
The DaimlerChrysler table included Donald E. Goodwin (ESD President
2003–2005) (wearing yellow tie), and Outstanding Committee or Council
Award recipients John Fillion (bow tie, left) and Christopher D. Dyrda
(bow tie, right).
Those at the Honorable Christopher D. Dingell’s table were among the
365 guests at the ESD Annual Dinner. Judge Dingell (wearing bow tie,
above), who has served on the ESD Board and who holds a PE, was
among three others inducted into the ESD College of Fellows.
CONSTRUCTION & DESIGN AWARD HONORABLE MENTION: Ann Arbor
YMCA, 400 W. Washington Street, Ann Arbor, Michigan. Owner: Ann
Arbor YMCA. Designer: Neumann/Smith & Associates. Constructor:
Skanska USA Building Inc.
CONSTRUCTION & DESIGN AWARD HONORABLE MENTION: Fairlane
Green: Redevelopment of a Closed Landfill, Allen Park, Michigan.
Owner: Ford Land. Designer: Atwell Hicks, Inc., NTH Consultants, Ltd.
and The Manik & Smith Group. Constructor: JM Olson Corporation.
CONSTRUCTION & DESIGN AWARD HONORABLE MENTION: GM
High Feature Test Facility, Milford, Michigan. Owner: General Motors
Corporation. Designers: Jacobs Sverdrup and Giffels. Constructor: Jacobs
Sverdrup and JM Olson Corporation.
CONSTRUCTION & DESIGN AWARD HONORABLE MENTION: University
of Michigan, Palmer Drive Development, 326 E. Hoover, Ann Arbor,
Michigan. Owner: University of Michigan. Designer: SmithGroup. Constructor: Barton Malow Company.
Horace H. Rackham Humanitarian
Award Acceptance Speech
John G. Petty, FESD, (ESD Board President 1995–1996) received the
2006 Horace H. Rackham Humanitarian Award. The award is given “for
outstanding humanitarian accomplishments as explified by meritorious
technical accomplishments for the benefit of mankind or by recognition
on either a local, national or international level for extraordinary achievements in civic, business, public-spirited or humanitarian endeavors.”
Mr. Petty’s family joined him at the ESD Annual Dinner.
10 | Technology Century | AUGUST–SEPTEMBER 2006
I am humbled but very grateful for this award from ESD. I
thank the ESD Awards Committee and the Board for this high
honor of the Rackham Humanitarian Award.
Horace Rackham (as many are aware) was an original shareholder of the Ford Motor Company. He and his wife, Mary,
shared in the desire to improve human conditions through
their generous support of individuals and institutions that are
an ongoing legacy to this day, including ESD.
At this stage of life I would like to share my short list of
items that are not original or profound, but what are considered to be elements of the greatest value of life.
The greatest value of life is living a good life.
The first item on my list is productivity. If you don’t produce
you won’t be happy. My mom, Frances Helen, who I’m happy
to say is with us this evening, taught us productivity with this
expression: “Give the world the best you have and the best will
come back to you.”
Number two is good friends. Who knows all about you and
still likes you. My friend of over 40 years, Bill Johnson, is in
this category and is with us tonight.
Here’s next: spirituality. I am a believer in Jesus Christ. I’m
not asking you to be a believer, but what I am asking is whatever it is that is valuable to you, study, practice and teach. This
is what builds the foundation that builds the country.
Next is don’t miss anything. My mother-in law, Ida Mae, who
I’m also happy to say is with us this evening, is 95 years young,
and she is on the go and has been as long as I’ve known her—
with her church activities, or at the amusement park with her
great-grandchildren or, as in this case, an ESD annual meeting.
Next is your inner circle (the people closest to you). Take care
of them and they will take care of you. My wife of almost 45
years, Evelyn Marie, whom I love very much and is here with
me, takes better care of me than I take care of myself. Others
in this category who are also here this evening are: one of
my sisters, Jeanne Margarite; my daughter, Stacey Marie; my
son, John Gordon II, and his wife, Pamela Renée; and my five
grandsons, Titus Hamilton, John Jordan, Terrence Christopher, and the twins, Justin and Jason.
Lastly, ask for God’s help. We can all use a little help.
As a final comment, we have a chance every day to participate in the miracle process of helping someone in some way
and leaving a legacy—spiritually, intellectually, financially,
physically or relationally. It’s our choice.
Thanks again and God bless.
John G. Petty, FESD, 21 June 2006
ESD ANNUAL DINNER
ESD Annual Dinner Sponsors
GOLD SPONSORS
Charles Clark, President, Clark Construction Co. (far right), pauses for a
photo during the networking reception. He is with Rachel Neil (center
right), Mary Butkovich, Project Manager, Clark Construction Co. (center
left) and another guest.
SILVER SPONSORS
Pranab Saha, PhD, PE, from Kolano and Saha Engineers, Inc.; Don
Bramlett from DTE Energy; and Keith Swaffar, PE, from NTH Consultants, Inc., enjoy cocktails during the networking event on the first
floor of the Roostertail before the dinner.
Members of the ESD Affiliate Council held their monthly meeting in
the upstairs dining room of the Roostertail and later joined the Annual
Dinner cocktail reception. Representatives from Hartland Insurance
Company (shown above) were in attendance.
www.esd.org | The Engineering Society of Detroit | 11
ESD EVENT HIGHLIGHTS
ESD JuNE Networking Event – DAIMLERCHRYSLER Ride and Drive
ESD members loved the June 8, 2006, DaimlerChrysler Ride and Drive Networking Event. Members gathered at the Chelsea Proving Grounds.
Members agree that this networking event, having been held twice, is
one of their favorites. Photos this page by John Discher, CPG Photo Imaging.
Members were able to go off-roading in Jeeps as well as ride upwards of
140 mph in a specially modified Viper, driven by a professional driver.
ESD EVENT HIGHLIGHTS
ESD JuLY Networking Event – GOLD CUP HYDROplane Racing
The ESD July Networking Breakfast & Technical Tour, An Inside Look:
Gold Cup Hydroplane Racing, was held at the Roostertail in Detroit on
July 14, 2006. Over 150 people attended.
Guests watched as racing boats took laps on the river to qualify for the
two-day race—considered the biggest and most prestigious of the Gold
Cup circuit.
Doug Ford, a nationally known aeronautical engineer, talked about
the engineering and design techniques that allow 30-ft boats to travel
across the chop of the Detroit River at almost 200 mph.
ESD Member Gary Mach pauses during a tour of the pit area. The behind-the-scenes tour was thanks to the Detroit River Regatta Association, the sponsor of the event.
ESD Young Engineers Council Outings: Detroit tigers Game & Michigan Opera Theater Tour
The ESD Young Engineers Council invited ESD members, young and old
alike, including Leslie and Robert Lazzerin (front row, right) and their
guests (front row, left), to join them as they watched the Detroit Tigers
take on the Kansas City Royals at Comerica Park on July 14, 2006.
On June 6, 2006, the ESD Young Engineers Council toured the Michigan
Opera Theater. Pictured above are YEC members with Richard J. Haller
(left), President and COO, Walbridge Aldinger Company, chair of the
YEC, who arranged the private tour.
INTERVIEW
What Really Matters at 100
hat knowledge or lessons might we gain
if our lifetime spanned the invention
of the automobile, two World Wars, the
Great Depression, the Space Age and all
the newest technological developments
in the modern world? What would really
matter to a great construction inventor
and patent holder who has seen 100 years
of social, communication and manufacturing transformation?
Technology Century (TC) staff decided to find out by talking with
H. Fred Campbell, FESD, (HFC), ESD’s oldest member, who
appears on the cover of this issue.
TC: Mr. Campbell, what do you consider your greatest challenge?
HFC: I began my career in Detroit in the midst of great
changes in this country. We were coming out of one war and
going into another. In 1929, the depression years, with a wife
and two children, I began my first business with only $1,100.
This was a formidable challenge during a time of great hardship for most Americans.
H. Fred Campbell, at his home in Bloomfield Hills, has two words of
advice for young people starting out in business: “Be honest.”
TC: What was your first business?
HFC: I moved buildings (on 12 x 12 in. wooden cribbing, 40
ft long, and on light rail lines) so that roadways like Gratiot,
Livernois, Michigan and Woodward could be widened under a
federal mandate. I was able to keep businesses operating during
building relocation by attaching gas, electrical and water hoses.
And, I was able to get paid for my work—no small feat during
the Great Depression. I founded the H. F. Campbell Company
in February 1929.
TC: But wasn’t a flying toy your first success?
HFC: When I was ten years old, grocery and hardware owners
used to give rambunctious kids—who ran amok in the Michigan Avenue stores—a nickel or a dime to get them to go run
around outside. I made tailless kites that remained stable
(didn’t twist around) in the air by splitting soft pine yardsticks
from hardware stores, bowing the wood and attaching colored
tissue paper to the frame. Kids paid five or ten cents for one of
my “Shoefly Kites” and I had spending money to buy the parts
for a bicycle.
TC: What was the most important business lesson you learned?
HFC: Determine what is necessary, and then make it better,
faster and cheaper than anyone else.
This photo from 1968 shows Fred Campbell (in hard hat) supervising emergency repairs to the roof of Detroit’s Orchestra Hall with two
symphony members.
TC: How did you market your first invention?
HFC: I didn’t. Kids came to me to buy my kites.
INTERVIEW
TC: What was the most fun you ever had?
HFC: My research and latest patent on my Building-inSuspension System, a steel structure that can be built using
a flotation system on any soil conditions, anywhere in
the world.
TC: Who was the greatest influence in your life?
HFC: My mother. My mother was very disciplined,
neat and tidy, and very strict. I learned a lot about
business and manufacturing from my father—an
entrepreneur who ran just about everything, from
a bakery and laundry to truck repair—and from my
uncle who taught me design-and-build carpentry
work, and my grandfather, who had a brick and wagon
manufacturing business.
TC: What is your dream job?
HFC: As a young man, I dreamed of designing and
building high-rise buildings. Today, my dream job would
be to add to my present Building-in-Suspension System
patent by increasing the model to three stories, adding
fiber reinforcement, and pilings or caissons.
TC: What makes you really angry?
HFC: Frustration. When I ask for something to be done
and people don’t follow directions.
TC: For what would you like to be remembered?
HFC: For a small thing. Changing from steel to plastic
pipe for waste water. Less costly, faster to install and environmentally safe as well.
TC: What is the most important change you have seen in the
construction industry?
HFC: Transition from wood to steel.
TC: Which change in technology or society do you like most?
HFC: Advances in medical surgery. Amazing.
TC: What change do you like least?
HFC: Fraud. Lack of honesty in all businesses.
TC: What is the most important quality for any young person
starting out today?
HFC: Honesty. Never lie. Never cheat. Always do a good
job and keep the customer satisfied.
TC: Would you like to add anything?
HFC: Just that I like people—doesn’t make any difference
about race or background—I like people.
Excellence.
Kettering University’s unique Professional
Cooperative Education program empowers
students to excel. This excellence
translates into measurable benefits for
employer partners and the unprecedented
opportunity to ‘grow your own talent’
to meet future human resource needs.
Kettering Co-op students; trained, tested
and committed, coupled with the Thesis
Project, can save companies hundreds of
thousands of dollars.
How will Kettering’s Professional
Co-op Program benefit your company?
Kettering
UNIVERSITY
professional education with a real difference
800.955.4464 • admissions.kettering.edu
tech century
Summer 06.indd
www.esd.org | 1The
|
6/15/2006 2:16:22
Engineering Society of Detroit
PM15
ESD MEMBERSHIP
ESD’s Newest Individual Members
Osama Abudayyeh
Steve Blocki
Associate Dean of Research and
Graduate Programs
Western Michigan University
General Manager
Dürr Systems, Inc.
Randall A. Boudouris
Mark Allen
Benteler Automotive Corporation
Inventor
Maribou Technologies
Terry J. Anson
Geraldine Brown
Product Design Engineer
Visteon Corp.
Associate
Kitch Drutchas Wagner Valitutti &
Sherbrook
Joe Antecki
Gillian Carney
Project Engineer
Giffels-Webster Engineers, Inc.
Evans Asubonteng
Ahmed Awad, PMP
Theresa Ceccarelli
Manager
PMPI Inc.
Project Manager
University of Michigan - Dearborn
Scott Barber
Rebecca Chavez
Osleen Barrington, Esq.
Associate
Sherbrook
Associate
Sherbrook
Javaid Cheema
Daniel W. Bartlett, Jr.
Kellee E. Christensen
Assistant Project Engineer
Rowe Incorporated
Manager of SI & CP
Lansing Board of Water and Light
Patrick Bassett
Sorin Ciobotaru
Director-Climate Control
Technical Program Manager
DENSO International America, Inc. Gates Corporation
Cliff Bennett
David Ciuffoletti
Director Operations
Dürr Industries
VP Sales
Dürr Industries, Inc.
Karen Berkery
Emily Anne Conant
Principal
Sherbrook
Tim Bischoff
Engineer
Consumers Energy Co.
Maurice Connelly
Vice President & Operations Manager
Turner Construction Co.
Metaldyne Corp.
Phil Cushman
Dennis Cutright
Metaldyne Corp.
Douglas Czinder
Student
Trinity Information Services
Dave Daly
Commercial Director
Dürr Systems, Inc.
Mark D’Angelo
Ron Dawson
Project Executive
Chad Dean
Power System Engineer
Square D
Paul F. Decker
Retired/DaimlerChrysler
Chris DeHart
Jim DeLage
Director of Education
Turner Construction
Ernesto Garcia DeLeon
Metaldyne Corp.
Eric D Dixon
Integration Engineer
McNaughton-McKay Electric Co.
Greg Drutchas
Principal
Sherbrook
Stephen Dunn
Principal
Sherbrook
Allen E. Eichenberg
Jim Green
David J. Kelley
Dale Elenbaas
Tom Guise
David Kelly
Engineer III
Atwell-Hicks, Inc.
Andrew Halls
Nazih Khatib, PhD
Kristofer Enlow
Jim Harkins
Randy Farrow
Andrew Harris
800Mhz Engineering Manager
State of Michigan
Metaldyne Corp.
Jason Emerine
Project Engineer
Orchard Hiltz & McCliment, Inc.
David Feldman
Hartland Insurance
Greg Fraley
Lead Engineer
Lear Corporation
Dana Galvin
Marketing
Geri Gasperut
Richard David George
Engineer
Retired
Erin E. Gingrich
Technology Century | AUGUST–SEPTEMBER 2006
DENSO International America, Inc.
Rainer Hartmann
Dave Knott
Donna Harvey
Sales and Marketing Coordinator
Limbach
David R. Herring
Industrial Engineer
Ford Motor Company
Operations Manager
Jacobs Sverdrup
Jags Krishnamurthy
Design Engineer-Body Comp.
Syst. 1
Jerry Krizinski
Dave Hinske
Finance Manager
Metaldyne Corp.
Business Manager
Jacobs Sverdrup
Rose E. Howse
Pat Goik
Ashish A. Gollapalli
Linda Huber
Cheryl Grabowski
Kari Jackson
Purchasing Manager
Northern Industrial Mfg. Corp.
CEO
Interlink Networks, LLC
Wilfried Hesse
HRSPC-Prof Staffing
L3 Communications-Combat
Propulsion Systems
Design Team Lead
Patrick Engineering Inc.
Director, R&D
Parker Hannifin
Michael Klein
Roy Hopkins
Jonathan Gohl
Chief Estimator
Associate
Sherbrook
Craig Glines
Project Manager
Manager-Engine Electrical
Susan M. Kim
DENSO International America, Inc. Engineer
Consumers Energy
Steve Hollatz
The Engineering Society of Detroit is committed to
serving this generation of engineers and fostering the
next. To ensure that we achieve our mission, we have
created the ESD Legacy Society. As leaders who know
firsthand what it takes to meet life’s challenges, we
invite you to become a member of this program. To join,
you need only pledge a gift in any amount to ESD from
your estate. For more information, contact Dale Thomas
at [email protected] or 248–353–0735, ext. 4123.
| President
Dürr Systems, Inc.
General Engineer
Consumers Energy
ESD Legacy Society
16 Global Customer Director
Dürr Systems, Inc.
Mike Lang
Larry Latham
Mary LeFevre
Manager of Business Development
Tammy Loud
Executive Director of Corporate
Relations
Kettering University
Kenneth L. Machala
Dimensional Control Engineer
Manager-Eng. Mgmt.Systems 1
Ford Motor Company
Mechanical Engineer
Ford Motor Company
Angela Machesney
ESD MEMBERSHIP
Innovation in the Making
Lawrence Tech’s graduate programs strive to give you the tools and
the practical experience you’ll need to realize your dreams and be
one of the minds behind tomorrow’s great innovations.
Lawrence Tech offers
• Automotive Engineering
over 60 undergraduate and
• Civil Engineering
graduate programs in
• Computer Science
Colleges of Architecture
• Construction Engineering Management
and Design, Arts and
• Electrical and Computer Engineering
Sciences, Engineering,
• Energy and Environmental Management
and Management.
• Engineering in Manufacturing Systems
• Engineering Management
• Mechanical Engineering
• Mechatronic Systems Engineering NEW!
Your Future in the Making
Marco Maniaci
Production Supervisor
Northern Industrial Manufacturing
Corporation
Michelle Marion
General Engineer
Charlie Martin
General Manager of FAP
Dürr Systems, Inc.
Craig Matichuk
Michael K. Murphy
Ingo Pridoehl
Mark Murray
Doug Ravas
Business Development Engineer
Turner Construction Company
Global Customer Director
Dürr Systems, Inc.
Leslie Nelson, PE
Project Manager
GZA GeoEnvironmental, Inc.
Robert Nichols
VP of Enrollment Management
Application Engineer-Telematics
Paul McCarthy
Technical Field Representative
Temp-Air
Mark McClelland
Global Customer Director
Mandy McIvor
Senior Engineer
TRW Inc.
Betty-Jo Meadows
DTE Energy
Grant Mendeljian
Office of Admissions
21000 West Ten Mile Road, Southfield, MI 48075-1058
800.CALL.LTU • [email protected]
www.ltu.edu/engineering
Cullen O’Brien
Raymond J. Roberts
Engineer
General Motors Corp.
Tim Roland
Metaldyne Corp.
Investment Advisor
Design Financial, Inc.
Greg Mersch
John Pappas
Bob Sanders
Melissa Motsinger
DTE Energy Gas Operations
Donald J. Pijor
New Model Launch Manager
Ford Motor Company
Alan Poole
Metaldyne Corp.
Project Manager
Walter Santarossa
Vice President-Human Resources
Propulsion Systems
Marvin E. Tisdale, Jr.
Todd Tjoelker
Joseph D. Torrence
Bob Werenski
Retired/President, Werenski & Co.
Corey Williams
Final Area Department MEO
Ford Motor Company
Kimball Williams
Sr. Manager-EMC Testing
DENSO International America,
Inc.
Bennett Wilson
Body Department MEO
Ford Motor Company
Principal Engineer Body
Department
Ford Motor Company
Joseph J. Sprys
Julie A. Ulseth
Robert L. Wilson
Director of Marketing
Weld Engineer
Ford Motor Company
Don Underwood
Sabrina Wilson
Manager of Project Planning &
Administration
Phillip J. St. George
Vice President-Engineering
Propulsion Systems
Stanley A. Stachelski, PE Jason Van Ryn
Commissioning Manager
Limbach Company, LLC
Engineer
DTE Energy
Steven Winoker
Joe Wloszek
Senior Engineer
DaimlerChrysler Corporation
Engineer III
Atwell-Hicks, Inc.
Walter Stevenson
Matt Vander Eide
Clerk
Sherbrook
Faith Wandrie
Development Engineer
VP Procurement
Greg Still
Metaldyne Corp.
Director Engineering
Durr Industries Inc.
Daniel Sarbandi
Luis Sytsma
Patti Tebelman
Ramsey Slim
Richard D. Smith
Glenn Weier
Application Engineer-Eng. Mgmt.
Metaldyne Corp.
Systems 2
DENSO International America, Inc. Burton Welte
Nowak & Fraus
NTH Consultants, Ltd.
Sales Engineer
Sr. Manager-Climate Control 2
Spina Electric
James Rop
Kishore Tammineedi
National Sales Mgr.
Lenze
Student
Oakland University
Instrumentation & Controls Engineer
Black & Veatch Corporation
Nan Otting
Mike Morin
Michael R. Schorsch
Joyce Reynolds
Ms. Zakiya Oliver
Engineering Consultant
Detroit Thermal LLC
Body Department Manager
Ford Motor Company
Metaldyne Corp.
Senior Cost Engineer
Deputy Operations Manager
Richard D. Schnitzer
Gume Reyna
Jeremy Richmond
Associate
Sherbrook
Purchasing Manager
Metaldyne Corp.
Garry Oliver
Heather Olson
Jason Schmitt
Mark Reichenbacher
Project Engineer
Limno-tech, Inc.
Project Engineer
Consumers Energy
Tech-Line Engineering Company
Manager of Engineering Services
Group - WFG Capital Projects
General Motors Corp. - WFG
Associate Principal
Sherbrook
Diretor Manufacturing
Dürr Systems, Inc.
Erik Schleicher
VP Finance
Dürr Systems, Inc.
Student
Lawrence Technological University
Project Manager
William Webster
Senior Product Engineer
Lear Corporation
Jason York
Mark Zabaldo
Program Director
Tom Zych
ESD Thanks Our Sustaining and Corporate Members, the Foundation of Our Success
Ford Motor Company
ABC Paving Company
Aerotek, Inc.
Albert Kahn Associates, Inc.
American Axle & Manufacturing
American Iron & Steel Institute
American Society of Employers
ARKEMA Inc.
BEI Associates Inc.
Benteler Automotive
Boyden Executive Search
Bruel & Kjaer Instruments, Inc.
Building Industry Association of
Southeast Michigan
Burke Consulting, Inc.
C. Ayers Limited
Central Michigan University
CeramicTech Dental Lab, Inc.
Chrysan Industries
Climatek Engineering Inc.
Compuware
Construction Association of Michigan
Cornerstone Controls
CTI & Associates, Inc.
DaimlerChrysler Corporation
The Dako Group
DeMaria Building Company, Inc.
The Dragun Corporation
DTE Energy
DTE Energy Gas Operations
Dürr Systems, Inc.
Eastern Michigan University
Electrical Resources Company
18 | Elsas Engineering, P.C.
EMC² Inc.
Engineering Laboratories, Inc.
Financial One, Inc.
Ford Motor Company
Fori Automation
Gannett Fleming of Michigan, Inc.
Gas Recovery Systems, Inc.
Gates Corporation
General Dynamics
General Motors Corporation–WFG
Gensler
GHAFARI Associates, LLC
Glenn E. Wash & Associates, Inc.
Golder Associates, Inc.
Graef, Anhalt, Schloemer and
Associates, Inc.
Haley & Aldrich
Harley-Davidson Motor Company
Harley Ellis Devereaux
Hartland Insurance Group, Inc.
Henry Ford Health System
Hinshon Environmental Consulting, Inc.
HNTB Michigan, Inc.
Horiba Automotive Test Systems, Inc.
Hubbell, Roth & Clark, Inc.
Infrasource Inc.
Jacobs Sverdrup
Jervis B. Webb
K2 Technologies, Inc.
Kelly Services
Technology Century | AUGUST–SEPTEMBER 2006
KFORCE Professional Staffing
Sherbrook, P.C.
Kolene Corporation
L3 Communications-Combat Propulsion
Systems
Lear Corporation
Limbach Company, Inc.
Link Engineering Co.
LTI Information Technology
Metaldyne Corporation
Michigan State University
Michigan Technological University
Midwest Steel Inc.
Midwestern Consulting, LLC
Modern Engineering, Inc.
Monetek, LLC
National Center for Mfg. Sciences
Newman Consulting Group, LLC
NextEnergy
Northern Industrial Manufacturing
Corporation
NTH Consultants, Ltd.
Oakland University
On Assignment
Original Equipment Suppliers Association
Parsons Brinckerhoff
Perceptron, Inc.
Perot Systems Corporation
Professional Concepts Insurance Agency
Professional Underwriters, Inc.
R.L. Coolsaet Construction Co.
Remy, Inc.
Results Systems Corp.
Robert Bosch Corporation
Ruby & Associates, P.C.
SAE International
Scientific Technologies, Inc.
Shaw Environmental, Inc.
Simons-White Associates, Inc.
Skanska USA Building Inc.
Tech-Line Engineering Company
Technip USA
Testing Engineers & Consultants, Inc.
Trammell Crow Company
TranSystems Corporation
UHY Advisors
U.S. Manufacturing Corp.
Universal Weatherstrip and Building
Supply
University of Detroit Mercy
University of Michigan
University of Michigan–Dearborn
Veolia Water North America
W.K. Krill & Associates, Inc.
Wade-Trim
Walbridge Aldinger Co.
Washington Group International
Wayne State University
White Construction Co.
Worley Parsons
Xanthus, Inc./Axis Systems
ESD Membership
ESD’s Newest
Corporate Members
Propulsion Systems
Rep: Rose E. Howse, HRSPC-Prof Staffing
Simons-White & Associates, Inc.
Rep: Norma Simons, President
For membership information, contact Laura
Govan at [email protected] or 248–353–0735,
ext. 4120.
In Memoriam
With deep gratitude for their membership and service, The Engineering
Society of Detroit acknowledges the deaths of the following members:
Gene A. Antonette
Retired, Engineering Supervisor,
Detroit Edison Company
Member since 1936
Donald R. Christ
Retired, Director, Component
Contra, Burroughs Corporation/
Unisys
Member since 1976
John J. Dyle, PE
Retired, Supervisor, Facilities
Operator, Chrysler Corporation
Member since 1951
Hollie G. Flippen
ESD Corporate members receive Crain’s Detroit Business free with membership, compliments of ESD.
Members of ESD Affiliate societies can subscribe for
only $35 per year—40% off a regular subscription!
Retired, Lead Programmer Analyst,
Blue Cross of Michigan
Member since 1974
Norman Evans Hill
Retired, Quality Control Manager,
Rockwell International
Member since 1965
John F. Kelly
Retired, Chief Eng., Detroit Steel Products
Member since 1950
Frederick M. Lewis
Retired, President, Ingram Iron Works, Inc.
Member since 1955
Herbert L. Schreiber
President, Schreiber Bros. Ltd.
Member since 1964
Walter M. Street, PE
Retired, Chief Estimator/Vice President, R.E.
Dailey & Company & Colasanti Corp.
Member since 1967
TESTING ENGINEERS & CONSULTANTS, INC.
Engineering Client Success
• Geotechnical Services
• Indoor Air Quality
• Environmental Services
• Asbestos/Mold/Lead
• Building Envelope Services
• Construction Materials Testing
• Property Condition Assessments
• Automotive Component Testing
1-800-835-2654
email: [email protected]
www.testingengineers.com
Offices in: Ann Arbor,
Detroit & Troy
A Certified WBE/DBB
ESD UPCOMING EVENTS
ESD September Networking Event:
Integrated
Process
Developers,
Inc.
Your full service provider for:
 Project Management
implementation
 Project Management Office
(PMO) development
 Project Management training
 Microsoft Project
customization and training
734.207.5470
[email protected]
http://www.processdevelopers.com
Integrated Process Developers, Inc. (IPDI)
is a Registered Education Provider (REP) with the
Project Management Institute (PMI)
Safety Program: Slips, Trips & Falls
Tuesday, September 26, 2006
ESD, in coordination with The
Safety Council of Southeastern
Michigan, will be offering a series
of safety seminars, with a new
topic every month. The first
in the series, “Slips, Trips
and Falls,” a full-day
seminar, will be held on
Tuesday, September
26, 2006 at ESD
Headquarters in
Southfield from
8:00 a.m. to 3:00 p.m.
Topics to be covered at the full-day seminar will include:
Michigan Occupational Safety and Health Administration
(MIOSHA) Standards, recognizing hazards, evaluating hazards,
controlling slips, trips and falls, and action plans to utilize in
your business.
Space is limited for this seminar. For more information on
attending this seminar, contact Fran Mahoney at 248-353-0735,
ext. 4116, or [email protected].
A Living Lab of Sustainable
Design: LTU’s Taubman Student
Services Center
Mark your calendar for
September 26, 2006 and
join ESD for a fun evening
of networking, technical
presentation and tour of
Lawrence Technological
University’s Taubman
Student Services Center from
5:30 p.m. to 7:30 p.m. Technical presentation and tour
will be at 6:30 p.m.
The new building, located
on LTU’s campus, was built
according to U.S. Green
Building Council’s Leadership in Energy and Environmental Design (LEED). The
42,000-ft2 Taubman Student Center includes a “green” sedumcovered roof to minimize cooling and heating expenses. The
building meets all the criteria of sustainable site development
and construction, water and energy efficiency, recycled materials selection, and indoor environmental quality.
For more information and to register for this event, visit
www.esd.org or contact Tim Walker at 248-353-0735 ext. 4115,
or [email protected].
ESD Fall Affiliate Council Meeting
ESD is now communicating with 77 different engineering societies and associations throughout Michigan which make up
the ESD Affiliate Council. Join us for our fall kick-off meeting
for the 2006–2007 season on September 26, 2006, at Lawrence
Technological University’s Lear Auditorium, from 4:00 p.m. to
6:30 p.m. Technical presentation and tour of LTU’s Taubman
Student Services Center will follow the meeting at 6:30 p.m.
Sponsored by Detroit Metro Visitors Bureau and Hartland
Insurance, this is the perfect function for council representatives to bring their newly elected president to meet fellow
constituents throughout the region, network and hear firsthand what other societies have set for goals this year.
For more information or to register for this event, visit
www.esd.org or contact Fran Mahoney at 248-353-0735 ext.
4116, or [email protected].
ESD UPCOMING EVENTS
Eliminating Language Barriers for
Effective Communication
2007 Economic Forecast for Design
and Construction
Wednesday, October 11, 2006
Wednesday, octOBER 25, 2006
ESD is proud to bring you a
dynamic and intensive accent
reduction training program on
at ESD Headquarters in Southfield. This half-day seminar
will give non-native Englishspeaking professionals the tools
to maintain their personal identity while reducing language barriers with English-speaking
colleagues.
Judy Ravin, president of The Accent Reduction Institute and
an industry leader in accent reduction instruction and educational software, will lead this seminar to provide proven techniques to master English pronunciation. Mispronunciation
can interfere with the ability to effectively communicate technical expertise and self confidence. Ms. Ravin’s methods and
software have been featured on National Public Radio (NPR),
CNN.com, Yahoo!Finance, Computerworld magazine, as well as
by several regional, national and international news forums.
For more information on this exciting seminar or to
register, contact Fran Mahoney at 248-353-0735, ext. 4116, or
[email protected].
Don’t gamble on the future of your company. Before preparing
your strategic and marketing plans, attend ESD’s Economic
Forecast conference to learn what to expect next year in
the Midwest design and construction arena. Speakers will
enlighten you on expected opportunities in their market
segment during the coming year.
The second annual Design and Construction Industry
Summit Award will be presented to Matt Cullen, General
Manager of the Economic Development and Enterprise
Services for General Motors Corporation. Mr. Cullen has been
instrumental in downtown Detroit development projects such
as the Riverwalk.
The keynote speaker is Orie L. Dudley, Jr., Executive Vice
President and Chief Investment Officer, Northern Trust
Corporation. He is responsible for setting investment policy
and overseeing Northern’s portfolio management activities.
The moderator is Dennis M. King, FAIA, FESD, Corporate Chairman and CEO, Harley Ellis Devereaux.
Other speakers include:
•Education: Dr. Michael A. Boulus, Executive Director, Presidents Council of the State Universities of Michigan
•Automotive: Bernard F. Swiecki, Automotive Industry
Analyst, the Center for Automotive Research
•Developer: Paul J. Beitz, Senior Vice President, Trammell
Crow Company
•Healthcare: Elliot Joseph, President & CEO, St. John
Health System
•Detroit: Dave Blaszkiewicz, President, Detroit
Investment Fund
Safety Program: MIOSHA Compliance–
Lockout/Tagout, Machine Guarding
Tuesday, October 17, 2006
ESD, in coordination with The Safety
Council of Southeastern Michigan,
brings you the second in the series of
safety seminars. “MIOSHA Compliance—Lockout/Tagout, Machine
Guarding,” will be held at ESD Headquarters in Southfield on Tuesday,
October 17, 2006, from 8:30 a.m. to
12:00 p.m.
This half-day seminar will review MIOSHA standards
and best practices for guarding conveyors, presses and other
equipment and how to apply the Lockout/Tagout standard.
Required recordkeeping and training of employees will also be
included.
Space is limited for this seminar. For more information on
attending this seminar, contact Fran Mahoney at 248-353-0735,
Take the guesswork out of preparing your 2007 strategic and
marketing plan—register now for the 2007 Economic Forecast
for Design and Construction.
For more information, contact Nancy Strodl at 248-3530735, ext. 4152 or [email protected].
ESD UPCOMING EVENTS
TRIZ: The Theory of Inventive
Problem Solving
ESD is proud to present TRIZ Executive
Training on, “The Theory of Inventive Problem Solving,” Wednesday,
October 18, 2006 for a half-day seminar
at ESD Headquarters in Southfield.
TRIZ methodology is a powerful tool for product development that your competitors may already be using. TRIZ-based
technology can reduce cost and lead times by a factor of 3 to 10.
This workshop will also cover the necessary steps and decisionmaking processes required for effective integration of TRIZ
within your existing productivity enhancement platforms. The
workshop will be conducted by Victor Frey, TRIZ master and
adjunct professor of engineering, Wayne State University.
For more information or to register for this workshop, contact Fran Mahoney at 248-353-0735 ext. 4116, or
[email protected].
ESD’s ’06-07 Dircetory
Is in the Works
If you are an ESD Member, contact us if any
of your information published in last year’s
directory has changed.
If you are not yet a Member,
register quickly in order to
be included in the 2006-7
Membership Directory.
Contact Laura Govan at
248-353-0735, ext. 4120 or
[email protected].
Space is still available—call us
to advertise in the directory.
TRIZ:
What Aeronautical and Teeth-Whitening
Technologies Have in Common
(Besides Huge Profits)
Boeing used TRIZ to sell its air-to-air refueling aircraft
to Italy and Japan, winning $1.5 billion in contracts.
Procter & Gamble adopted TRIZ to develop Crest Whitestrips™—its most successful product launch ever—
generating $200 million in sales in the first year. There
are other examples.
In 2000, Samsung Corporation chose corporate-wide
TRIZ implementation as the methodology of choice for
systematic innovation, helping Samsung add $2 billion to
its bottom line, thereby dethroning Sony to become the
world’s most profitable consumer electronics company.
Ford Motor Company solved the Escort’s rough idling
problem with TRIZ, by repositioning the air bag to
serve as an effective damper to control steering column
shaking—resulting in a U.S. patent.
What exactly is TRIZ? TRIZ was formulated by
Genrikh Altshuller by studying the most successful
technological systems and integrating vector analysis to
maximize benefit-to-cost ratios.
How does TRIZ work? Are you interested in finding
out the best way to reliably identify and develop nextgeneration breakthrough innovations? Do you want
to stay relevant in today’s highly competitive marketplace? Attend ESD’s half-day executive-level introductory seminar on TRIZ (Theory of Inventive Problem
Solving) this October and find out why.
Ijh[d]j^[dOekh
Fhe\[ii_edWb9edd[Yj_edi
:H96[Òa^ViZ8djcXâZcXdjgV\ZhXgdhh"hdX^Zin
XddeZgVi^dcVcYXdbbjc^XVi^dcWnegdk^Y^c\V
[dgjb[dgi]ZYZkZadebZcid[VXi^kî^Zhi]Vi[jaÒaa
Xdbbdc^ciZgZhihVcY\dVah#?d^ccdlVcYÒcY
dji[dgndjghZa[]dllZXVc]Zaendj;dgbdgZ
^c[d!k^hîjhdca^cZVilll#ZhY#dg\#
J^_iifWY[h[i[hl[Z\eh
7\Ób_Wj[FWhjd[hi\h[[e\Y^Wh][$
<ehZ[jW_biYedjWYj(*.#)+)#&-)+"[nj$*'*.ehhic_j^@[iZ$eh]
7IC?dj[hdWj_edWb"j^[CWj[h_Wbi?d\ehcWj_edIeY_[jo
8PPETJEF%JOOFS-FDUVSF0DUPCFSQN
7MBEJNJST(SBOE3JWFS"WF'BSNJOHUPO
5PQJDi.BOVGBDUVSJOH"EWBODFE-JHIUXFJHIU7FIJDMFTXJUI
"EWBODFE.BUFSJBMTBOE1SPDFTTFTu
XJUISFHJTUSBUJPOXJUIPVUSFHJTUSBUJPO
5PSFHJTUFSXXXBTNEFUSPJUPSH
7IGÅ7c[h_YWdIeY_[jo\ehGkWb_jo#
=h[Wj[h:[jhe_jI[Yj_ed
(FOFSBM.FNCFSTIJQ.FFUJOH
(FOFSBM.FNCFSTIJQ.FFUJOH
4FQUFNCFSQN
.BEPOOB6OJWFSTJUZ4UVEFOU$FOUFS$BGFUFSJB-JWPOJB
4QFBLFS+PIO.D&MSPZ"VUPMJOF%FUSPJU
5PQJDi5IF$IBMMFOHFPG$BQUVSJOHBOE,FFQJOH$VTUPNFSTu
'3&&3FHJTUFSPOMJOFIUUQXXXBTREFUSPJUPSHSFHJTUSBUJPOQIQ
7MIÅ7c[h_YWdM[bZ_d]IeY_[jo:[jhe_jI[Yj_ed
5FDIOJDBM.FFUJOH4UVEFOU4DIPMBSTIJQ/JHIU
4FQUFNCFSQN
5SVNQG*OD-BTFS5FDIOPMPHZ$FOUFS1MZNPVUI
#VďFU%JOOFS1BZBUUIFEPPS
*OGP$BMM.JDIBFM,BSBHPVMJT
I7;?dj[hdWj_edWbÅIeY_[joe\7kjecej_l[;d]_d[[hi
%JOOFSBOE-FDUVSF4FQUFNCFSQN
4DIPPMDSBGU$PMMFHF)BHHFSUZ3E-JWPOJB
5PQJD7PMU"VUP&MFDUSJDBM4ZTUFNTu
#VďFU%JOOFS
*OGP
IC;ÅIeY_[joe\CWdk\WYjkh_d];d]_d[[hi"9^Wfj[h'
I;7C?ÅIjhkYjkhWb;d]_d[[h_d]
7iieY_Wj_ede\C_Y^_]Wd
*.545SBEF4IPXCVTUSJQUP$IJDBHP*M
4FQUFNCFS
1MFBTFTFFPVSXFCTJUFGPSUIFMBUFTUJOGPSNBUJPOPOPVS
UFDIOJDBMNFFUJOHTBOEBDUJWJUJFT
XXXTFBNJPSH
#VTEFQBSUTBNGSPN4.&%FBSCPSO
$PTUGPS4FOJPS.FNCFSTGPS4UVEFOU.FNCFST
.FBMJODMVEFE3FTFSWBUJPODPOUBDU
1BVM)BNQUPOQIBNQUPO!JOEVTUSJBMëVJETZTUFNTDPN
ESD UPCOMING EVENTS
The Future of Alternative Dispute
Resolution: Construction Practitioners
Resolving Construction Disputes
February 1, 2007
When a dispute cannot be settled outside of the legal system, it
is important to know what your legal options are and how to
stay in control of the dispute. Alternative Dispute Resolution
(ADR) is a viable alternative to the court system. It enables you
to resolve disputes more efficiently and save money and time.
In order to protect your best interests, you need to become
knowledgeable and be involved in the Alternative Dispute
Resolution process.
This conference will include dialogue about construction dispute resolution in general, using trained construction
professions as neutrals, and ways that you can take control of
the resolution of disputes.
Exclusive Offer
for ESD Members
• What’s next in the ever-changing economic
environment in Southeastern Michigan?
• What’s happening with your employer that
you may not know?
• Who is your NEXT employer? What are your
competitors up to?
• Keynote: James J. Giachino, President, James J. Giachino, Inc.
• Overview of ADR: Michael T. Lynch, Esq., Associate, Corporate Counsel, Harley Ellis Devereaux
• Panel Discussion: Experiences of Construction Practitioners
as ADR Neutrals
Janice Holdinski (Moderator), Vice President, American
Arbitration Association
Jeff Roth, Roth, Inc.
Linda Haith, RA, American Arbitration Association
John Spittler, PMA Consultants
• Insurance Industry Perspective:
Michael Cosgrove, Senior Vice President, Professional
Concepts Insurance Agency
Tonya L O’Hern, Claim Consultant, XL Design Professional
Panel
Discussion: The Advocates’ Perspective on Construc•
tion Practitioners as ADR Neutrals
John V. Tocco, Esq. (Moderator), Consultant, Tocco
Construction Consulting
Ronald A. Deneweth, Esq., Managing Partner, Deneweth,
Duggan & Parfitt
Jim Case, Esq., Kerr, Russell & Weber
John Sier, Esq., Principal, Kitch Drutchas Wagner Valitutti
& Sherbrook
As an engineer, you know how important it is to keep
up on the issues facing your industry. But that is just
one part of the big picture that shapes the business
community you live in. For this reason, ESD is partnering
with Crain’s Detroit Business—to help you complete the
entire picture of metro Detroit’s business landscape by
offering you a special discounted subscription to THE
leading weekly business publication in metro Detroit.
Sign up now for a one-year subscription for just $15 to
Crain’s Detroit Business. It includes:
• 52 information-packed issues
•More than 50 business lists including top architects,
general contractors, largest developers and
technology-based companies, to name a few
•Full access to crainsdetroit.com – with industryspecific pages covering automotive, economic
development, manufacturing
•And much more!
To sign up: Contact Laura E. Govan at 248–353–0735,
For additional information, contact Nancy Strodl at 248353-0735, ext. 4152, or [email protected]
SPONSORSHIP OPPORTUNITIES AVAILABLE
Call 248-353-0735 to sponsor an ESD event.
What’s Happening
at Michigan Universities
Wayne State University College of Engineering
WSU offers a master of science in Civil Engineering Construction Management. Prerequisites include a BS in civil or other
engineering disciplines and the program allows students to:
• Learn to manage construction projects more effectively
• Learn real-world construction management with WSU’s
unique construction case studies, construction professional
guest speakers and construction site visits
• Gain skills with advanced construction management tools
and techniques
• Gain hands-on experience using project management software in computer labs
• Learn skills for both planning and managing projects
• Use computer tools to manage large and multiple projects
For more information, please contact:
Professor Mumtaz Usmen, Chair,
Construction Management
Wayne State University College of Engineering
Department of Civil and Environmental Engineering
Detroit, MI 48202
Phone: (313) 577-3789
E-mail: [email protected]
www.cc.eng.wayne.edu
Project Management Courses offered at the University of
Detroit Mercy are:
Fall Term 2006:
• CIS 505: Project Management (3 credits) Monday 6:40 to
9:10 PM
• Six-Sigma/Quality Management (3 credits) Thursday 5:30
to 8:30 PM
Summer 2007
• Engineering Project Management & Costing (3 credits)
Monday 6:40 to 9:10 PM
Professor Utpal Dutta
Civil & Environmental Engineering
Phone (313) 993-1040
MSU integrates project
management concepts
into the curriculum in
all engineering majors,
where design skills
and teaming skills are
fundamental components. Projects in
these courses involve a
significant team effort—
incorporating deadMSU’s engineering students work
lines, constraints, and
as a team on large-scale, real-world
resource management
applications using project management
requirements.
concepts, including a flight visualization
program in coordination with Boeing.
Biosystems engiPhoto by Elizabeth Connelly.
neering students, for
example, are required
to take a design course. to learn how to use organized methodology and effectively communicate solutions to scientists,
engineers, or laypersons. Senior-level project teams develop
solutions to problems presented by real corporations and agencies—ranging from Michigan businesses to NASA. Students are
taught scheduling techniques such as GANTT charts, delegation of responsibilities, design under constraints, and integration of results.
Computer science and engineering seniors work with
Boeing to develop and perfect a flight visualization program—
including a final manual—with applications in pilot training
and incident/accident reconstruction. Students work as a team
solving large-scale, real-world problems that practicing engineers face in the field.
Laura Seeley, Communications Manager
College of Engineering
3424 Engineering Building
East Lansing, MI 48824
Phone: (517) 432-1303
[email protected]
(810) 762-7936
The Master of Construction Engineering Management
(MCEM) degree is offered through the Civil Engineering
Department at Lawrence Technological University. This
program seamlessly integrates the essential knowledge areas
of project management with construction law, risk and
claims issues as well as construction accounting and finance.
Combined with traditional topics such as techniques of
project planning and control, construction methods, sustainable construction practices, leadership, and management this
degree provides a well-rounded training and a distinct combination of marketable skills. The MCEM program is based on
Lawrence Tech’s motto: “Theory and Practice”. Our students
continuously apply their knowledge in review of case studies
and best practices, as well as course projects using state-of-the
art software programs .
The academic program
consists of 30 credits including
18 required core credits, six to
nine credits of management electives and three to six credits of
technical electives. Convenient
evening classes meet once a week.
For more information, please
LTU students discuss project
contact:
management. Photo courtesy of
Dr. Elin Jensen
Professor Erin Jensen.
Phone: (248) 204-2067
Western Michigan University has the #2 Engineering
Management MS program in the country, as rated by
the American Society for Engineering Management.
WMU offers a technical-based masters degree program
for working engineers and technology professionals, as well as
full-time students.
Courses offered at WMU include:
• IME 6140 - Project Management http://homepages.wmich.
edu/~mallakl/courses/ime614/sched614.htm
• IME 6000 - Concepts and Principles of Engineering
Management http://homepages.wmich.edu/~mallakl/
courses/ime600/sched600.htm
• IME 6120 - Production/Operations Management http://
www.wmich.edu/ime/course_pages/ime6120.htm
Details on the program and the entire curriculum may be
viewed at: http://homepages.wmich.edu/~mallakl/courses/
ime600/sched600.htm
Larry Mallak at his website (drmallak.com), or the department website http://www.wmich.edu/ime/courselist.htm
Kettering University’s highly-ranked
cooperative education program offers
project management options in a variety
of undergraduate courses, including
industrial and manufacturing engineering. Kettering’s senior design
courses provide students with hands-on experience; students
gather information, identify resources, establish timelines, and
apply project management principles at a local business. To be
successful, students must complete their project in a real-world
environment.
For graduate students, Kettering University offers the
following courses:
• MFGO 659 is the Integrative Capstone Project Course,
gives students management experiences through projects
related to the student’s field of interest.
2. ISYS 639 is Project and Change Management offers
project management in an organizational context,
including processes related to initiating, planning,
executing, controlling, reporting, and closing.
Dr. Peter Gheresus
Kettering University Industrial and Mfg. Engineering
1700 W. Third Ave.
Flint, MI 48504
[email protected]
Eastern Michigan University
The Master of Science in Construction Management program
increases the student’s understanding of the complete
construction industry, including state-of-the-art processes,
production techniques, design functions, research
applications, management methods, and leadership skills.
Offered at EMU-Livonia, the program requires a minimum
of 30 graduate credits including 14 credits in core courses.
Core courses include:
• CNST 501 Project Estimating (2 credits)
• CNST 502 Project Scheduling (2 credits)
• CNST 504 Project Management (2 credits)
• CNST 616 Analysis of Commercial Buildings (3 credits)
• CNST 624 Project Productivity and Cost Control (3 credits)
• CNST 626 Construction Processes (2 credits)
Construction Management Programs, EMU Office in
Ypsilanti at (734) 487-2490, or
EMU-Livonia at (877) 818-4368
EMU–Livonia is located at 38777 W. Six Mile Rd., Suite 400
[email protected]
http://cot.emich.edu/construction
You Think You Are NOT
a Project Manager?
BY Doug Boebinger
e
tim
st
Balancing Act
Maybe you were bored one Saturday afternoon and grabbed
three tennis balls, convinced you could teach yourself to juggle.
Wasn’t as easy as you thought? (Or maybe it was!) Well, a
project manager is just that, a juggler. The three primary project
requirements that a project manager needs to juggle are those
mentioned above and shown in Fig. 1.—time, cost and quality.
In the figure, these requirements are represented by the
three sides of “The Project Management Triangle.” This
triangle is used because if one side of the triangle is changed,
the overall shape of the triangle changes. This means that, if
one of the three requirements of time, cost, and/or quality is
modified on a project, the change can potentially affect the
other two requirements; the effect could be either positive or
negative, depending on the change. “Resources” are shown
inside the triangle because they are constrained by the amount
of time, the amount of money and the quality requirements of
the project. Project managers need to balance all these factors
while maintaining “Customer Satisfaction” which encircles the
entire project.
These three elements alone do not encompass all of project
management. As stipulated by the Project Management
Institute (PMI) (http://www.pmi.org ), project management is
made up of nine knowledge areas (Fig. 2). All of these
knowledge areas are interrelated and need to be balanced to
provide an integrated project plan that will aid the project
to
Cu s m er
Co
resources
quality
sa
t isfa c t io
n
o, one day you accidentally walk past your boss’s
office and he or she calls you in for a brief discussion. Yep, you guessed right—you are given
another assignment. Your title may not reflect it,
but you are now a “Project Manager.” More people
are project managers than realize it (or want to
admit it).
If you are responsible for completing assignments
(projects) by a given deadline while meeting certain budget
and quality requirements, then you are a project manager.
To a project manager, the principles of project management
would be helpful in completing those assignments or
projects successfully.
But, you may say, “I’ve been doing projects my entire
career! Why do I need to use project management?” Good
question! My answer is: “How successfully have you been
meeting all of the project requirements and objectives while
achieving customer satisfaction in a timely manner within
budget?” One survey indicates that 85 percent of all projects
fail in meeting one or more of these basic project requirements:
• On time
• Within budget
• Quality product
Fig. 1. The Project Management Triangle depicts project management
requirements.
The Nine Project Management
Knowledge Areas
• Project Intergration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communication Management
• Project Procurement Management
• Project Risk Management
Fig. 2. List of nine project management areas.
manager and project team in executing and controlling the
project to its successful completion. From the list of knowledge areas, you can see that project management is part
“science” and part “art.” There are numerous algorithms in
project management that project management software packages perform well. There are also soft skill requirements. A
successful project manager needs to have both good soft and
hard skills to run a project effectively.
What Project Management Isn’t
There are several misperceptions as to what project management
is and is not; let me try to refute a few of the following:
•“I have Microsoft Project so I do project management.” Project
management software (and there are many other
applications available) is only a tool that a project manager
can use to assist him/her in aspects of planning, executing,
and controlling a project. Software, by itself, is not
project management.
•“Project management only tracks dates.” Sadly, that is what
some believe. Project management, done properly, is a
very proactive set of processes and methodologies that are
intended to guide the team through the project. “Actuals”
are gathered to help the project manager know what has
been accomplished and predict both the short-term and
long-term project direction.
•“Project management is meant to police the team.” No! Those
that use project management as a policing tool are doing an
injustice to their team and to all of those who are working
hard to use it properly. Project management is an aid to the
team to determine what is going well and what isn’t, so the
team can take appropriate actions.
•“Our product development process is our project management
process.” Many organizations have processes to help them
develop their products and services. Project management
can make those processes more effective both by process
improvement efforts as well as in the execution of the
product development process.
•“Project management is a cure-all.” Project management is a
tool. It makes a good project manager better, but it won’t
make a bad project manager good.
within an organization. The approach is different based on:
•Organizational structure (functional, weak matrix, strong
matrix, project based)
•Means the organization uses to earn money (operations,
projects, or a mixture of both)
•Centralized versus decentralized project teams and
functional groups
•Culture of the organization
•Level of project management knowledge within
the organization
•Role the organization wants the project manager to play
Why Projects Fail
Projects fail due to an inability to perform one, or both, of
the following:
1. Plan the Work—project teams only focus on a few aspects
of the project, like time and cost, and do not spend the
time and effort to think through and plan all aspects of
the project.
2. Work the Plan—project teams ignore the “road map” and
just start working on the project. Before they know it, tasks
are missed, work is done out of sequence, resources are not
available when they are required, the impacts of changes in
the project are not understood...the list goes on and on.
Obviously, this analysis of project failure is overly simplified. The bottom line is that there are many factors, both inside
and outside the project, that can cause projects to fail. The
question is, “What is the organization doing to help projects
succeed?” Implementing project management processes is a big
step in the right direction.
Role of the Project Manager
Just as there are various factors that influence how project
management is implemented, there are various factors that
need to be taken into consideration when defining the role of
the project manager. Probably the one overriding factor is the
relative power of the project manager versus the functional
manager. Don’t get me wrong, this is not meant to be a power
struggle, just an understanding.
If the project team members are solid-line (directly responsible) to the project manager, then the project manager is
responsible for the performance of the team. If the project
team members are solid-line to the functional manager
and dotted-line to the project manager, then the functional
manager is responsible for the performance of the people on
the project. Please do
not misinterpret this to mean the project manager is not
responsible for the project: he or she is and always will be.
In the case where the team members are solid-line to the
functional manager, then the project manager needs to work
closely with the functional manager to assure the work is being
accomplished properly, on time and on budget.
Also, remember that the word “manager” is in the term
“project manager.” The project manager is supposed to manage
and lead the project, not necessarily perform the project
Project Management in the Organization
Just as with implementation of any new initiative in an
organization, the initiative requires upper management to
actively lead the way and requires “the worker bees” to support
it. There is no single way to implement project management
To implement successful project management, all relevant factors need to be identified, analyzed and addressed in a
comprehensive implementation plan. And, yes, project management should be used to implement project management.
Some organizations have chosen to go with a Project
Management Office (PMO) that centralizes the project
managers into a project management functional group
under a single person, who may have a title such as “Director
of Project Management” or “Vice President of Project
Management.”PMO allows the organization to develop a
single project management process and methodology to use
on all projects. The PMO also allows cross-pollination of
best practices.
work. The exception is on small projects where he or she is also
responsible for specific project tasks. Some project managers
get lured into doing work that should be assigned to the team;
this distracts the project manager from the true role of leading
the project as well as minimizes the number of projects a
project manager can manage at one time.
Training, Education and Certification
Programs
Project management is a much-sought-after skill set as well as a
swiftly growing career field. The basic concepts and principles
of project management should be well understood by:
•Upper management
•Functional managers
•Project managers (obviously)
•Project team members
•Supporting organizations
To this end, numerous corporate training courses as well
as academic programs are available. For those interested in
making project management a career, there are project management academic degree programs at both the bachelor’s as well
LookCMYK6.875x4.375-TechCentury
1/26/06
4:56 PM
as the master’s level. You can also obtain Project Management
Professional (PMP) certification from PMI.
With so many companies looking for ways to get more
products out the door faster and as inexpensively as possible
with the highest possible quality, organizations are looking to
project management as a key successful factor in making this
happen. Is your company meeting the challenge?
Doug Boebinge, PMP, is the founder and
president of Integrated Process Developers,
Inc. (IPDI) in Plymouth, MI. IPDI is a
project management consulting and
training company. Mr. Boebinger is also
an adjunct project management professor
with Cleary University and Colorado
Technical University. Mr. Boebinger is
a certified Project Management Professional (PMP) and his
company is a PMI Registered Education Provider (REP).
Page 1
Southf ield
TOWN CENTER
LOOK INTO WORLD-CLASS OFFICE SPACE AT DOMESTIC RATES
Southfield Town Center is a 2.2 million square foot office landmark where more than
6,000 people conduct business every day. Unparalleled amenities include signature restaurants,
prominent banks, child care, state-of-the-art health club, travel services, a four-star hotel and
many other important conveniences. Don’t miss your opportunity to join over 250 leading
companies in this outstanding location at extremely attractive rates.
Premier Office And Retail Space Available With Covered Parking
P 248.350.2222
F 248.350.2266
southfieldtowncenter.com
B L A C K S T O N E
PROPERTY MANAGEMENT
Construction
Specifications:
Undergoing
a Profound Change
CSI’s new MasterFormat 04 standard
radically revises how specifications are
organized, making them more amenable
to construction engineering and to
construction technology advances.
BY Tony Wolf
pecifications, the low-profile player in the energetic
world of building construction, has begun a
transformation that will no doubt increase its industry
profile during the next few years. The Construction
Specifications Institute (CSI) which publishes the
industry standard, MasterFormat (MF), has radically revised its organizing format from the 1995
issue (MF 95) to its 2004 version (MF 04).
Out of Chaos
CSI published the first predecessor to MF in 1963. Prior to
that, every architectural and engineering firm used its own
method of organizing the multitude of items addressed in a
construction project—sometimes individuals in the same office
followed their own personal systems. It is difficult to imagine
how bidders made sense of the varied specified requirements,
such as landscaping, structural steel, door hardware and
fire sprinklers, spread out over 200 pages or more (for major
projects), in the hectic bidding atmosphere.
Widely Used Standard
Probably most players in the construction arena have not heard
the name “MasterFormat” but almost all know its 16-division
organizing system that assigns the many building materials a
place in construction projects. It is precisely MF’s success and
almost universal acceptance in North America that has created
the commotion following its 2004 release.
Since its introduction, MF and its precursors have been
based on 16 divisions of construction products and activities.
Each division was divided into sections where similar products
were handled separately. For example: Division 08—Doors
and Windows—contained separate sections for metal doors,
wood doors, metal windows, wood windows, door hardware
and so on.
Five-Digit Numbering
In 1972, when the two similar U.S. and Canadian standards
were combined, a 5-digit numbering system provided
greater uniformity and computer-friendliness in section
numbering. Each section’s number consisted of a twodigit identifier (01 through 16) followed by three digits.
Subsequently, CSI published several updates that, like MF
95, adjusted the section numbers and names, always using
the 16-division, five-digit format. These adjustments usually
responded to system shortcomings, such as insufficient
handling of new construction materials and technology, or
simply fine-tuned the organizational concepts.
Expansion Team
In 2001, CSI initiated a MasterFormat Expansion Task
Team to once again update MasterFormat; this time, CSI’s
leaders charged the Team with fixing long-standing problems
and expanding MF beyond building construction, its primary
orientation. The Task Team established guiding principles,
accepted by the CSI Executive Committee, for the next MF
update and these included:
• Be compliant with OmniClass™ tables: OmniClass is an
even more comprehensive classification system (www.
omniclass.org) and could be the subject of a separate article.
MF 04 has been incorporated into OmniClass.
• Minimize changes to architectural building subjects: MF
has always tended the architectural divisions well; as a
result, these divisions needed less attention. By essentially
keeping architectural divisions unchanged, MF 04 takes
advantage of the high degree of recognition in its Divisions
02 through 14.
• Make more amenable to building engineering disciplines:
MF has always shortchanged the engineers. Architectural
items were specified in Divisions 02 though 14. Civil
engineers had part of Division 02; mechanical and electrical
had Divisions 15 and 16, and part of 13. As time went on,
engineers had less-than-comfortable space for organizing
their specifications.
• Expand coverage of other construction: MF addressed
engineering issues only as they related to building construction. MF 04 now accommodates all built-environment
project types: infrastructure, heavy industrial and
plant engineering.
• Revise to follow classification princi-
ples: MF 04 emphasizes the organizing
concept of work results, and not (as
users have often misinterpreted it to
be) trade jurisdictions, design jurisdictions or product classifications.
• Provide for expansion within each
division: The availability of only a
thousand numbers in each division
presented limitations when rationally organizing subjects in some
divisions. Since building technology
continues to expand, it is desirable to
relieve and eliminate future congestion within divisions.
• Maintain organization consistency
among divisions: Such items as maintenance, commissioning and schedules, are applicable to many divisions.
Consistent numbering extends MF’s
primary purpose to facilitate communication.
• Expand for full-cycle of a facility,
addressing the needs of facility
management, real estate and ultimate
removal and recycling.
Fig. 1.
Fig. 2.
Two Years, Four Drafts
During the following two years (2002
to 2004), four drafts were published for
public comment. The drafts created
more than a little controversy as the
radical nature of the proposed changes
dawned on CSI and other construction team members. Despite MF 95’s
drawbacks, the concept of changing the
respected “16 Divisions” was difficult
for users to accept. All proposed schemes
were based on increased numbers of
divisions (up to 86 at one point), causing
a lot of head-shaking at the thought of
converting the industry standard and the
necessary retraining of all participants.
Fundamental Changes
Nonetheless, increasing the number of
divisions (to 50) was necessary to achieve
the goals set out by the Task Team (Fig.
1 summarizes the expansion). In addition to this fundamental change, MF 04
Table 1:
Representative List of Owners, Governments, Manufacturers and Contractors Who Have Adopted MF04
ABL Fire Protection Contractor
Andersen Windows
ARCAT
Architect of the Capitol
ARCOM
Armstrong World Industries
Bay Area Rapid Transit (BART)
Broward County School Board
BSD
Canada’s National Master Guide
Specifications
Canadian Government
Canadian National Master Specs
Canadian Public Works and Government
Services
CSRF
Digicon Information Inc.
General Motors
General Services Administration Hubbell Wiring Systems
KMC Controls Inc.
Leo Daly Leviton Voice & Data
Los Alamos National Laboratory
M.D. Anderson Cancer Center
Marvin Windows & Doors
McGraw-Hill
Minnesota State Colleges and Universities
Mississippi Dept. of Transportation
Montana National Guard
Morrison Hershfield Corp.
NASA
Ohio Dept. of Administrative Services Ohio School Facilities Commission/
includes another: The section numbering format was changed
from five to six digits, making available 10,000 numbers in each
division—a tenfold increase. This affords increased flexibility
in organizing each division now and in the future. In addition, the numbers can be modified by two-digit extensions,
providing more flexibility. Fig. 2 shows how a section’s number
relates to the specificity of its content.
MultiDiscipline Effort
It’s important to note that CSI did not act unilaterally in
developing MF 04. The Task Team consisted of representatives
from organizations whose members use MF or were in the
additional disciplines targeted, and included:
• American Institute of Architects
• American Society of Civil Engineers
• American Society of Heating, Refrigerating and Air-Conditioning Engineers
• ARCOM, publisher of MasterSpec under license from AIA
Construction Specifications Canada
• Independent Electrical Contractors
• McGraw-Hill, publisher of industry tools, such as Sweets
and Dodge
• Mechanical Contractors Association of Canada
• National Fire Sprinkler Association
• National Systems Contractors Association
Challenge: Acceptance
CSI, fully aware that fundamental changes to the popularly
used standard is at best challenging, developed a complete
program of training seminars and materials, available from
the Institute’s Web site, www.CSInet.org, and through its local
chapters. In addition, the complete listing of MF 04 section
Ohio School Funding Commission Ohio State Architect’s Office Panduit
Reed Architects’ First Source
Solatube International, Inc.
State of Maine Bureau of General Services
Tectonic Inc.
The Steel Network Inc.
UC Irvine Design & Construction Services
U.S. Dept. of Defense
Unified Facility Guide Specs
University of Texas
University of Washington Veterans Administration Victor O. Schinnerer & Company Inc.
Walt Disney Imagineering
Wiremold/Legrand
numbers and titles are available as a free PDF download.
The complete MF 04 standard, available for purchase,
details the system’s use and the intended content of the
individual divisions and sections, and includes additional
background information.
Although the final MF 04 was published in the summer
of 2004, additional time was necessary for architectural and
engineering firms to become aware of it, study it and implement
related changes to their specification masters and processing.
And there is a lag between initiating MF’s use in projects and
when those projects hit the streets. We are beginning to see
more projects using the new standard. In large part, the
transition has been kick-started by clients, such as GSA and
General Motors, who mandated its use on their projects.
A list of some manufacturers, clients, and contractors that have
adopted MF 04 is shown in Table 1.
Tony Wolf has 25 years of specifications
experience with major architectural/
engineering and interior design firms in
specifying contractual arrangements for a
wide range of innovative project delivery
models including fast-track and designbuild. Mr. Wolf is a Registered Architect,
Certified Construction Specifier, and LEED
Accredited Professional, consulting on project specifications,
and overseeing maintenance and development of SmithGroup
master specifications. SmithGroup, the 13th largest U.S. architectural practice, is based in Detroit and has 10 offices nationally.
Leading the Virtual
Project Team with Trust
BY William A. Moylan
apid global changes in communication technologies have spawned the virtual business
enterprise. Individual professionals interact on
a mutual endeavor via the Internet and cellular
communications from different global locations. As the world of work becomes more global,
the project leader of the virtual team faces the
increased challenges of dealing with a geographically dispersed and culturally diverse team, including balancing
potentially competing cultures and dissimilar social values of
the team participants.
The complexity of cross-cultural work-groups and group
relations in a pluralistic society can lead to formidable resistance by the parties involved, especially in managing organizational change. Moreover, a common problem of the
virtual project team is the perceived
lack of support from company
executives, fellow teammates and project
managers. Consequently, solid leadership of the virtual project
team working in a global environment is essential.
This article addresses the leading of virtual projects, including
the appropriate leadership style, the special challenges of this
scenario and suggestions for tackling this brave new world.
Four Possible Leadership Styles
Contemporary organizations recognize the limitations of the old
command-and-control management regimen and the advantages
of an empowerment venue for success in today’s business climate.
Companies are changing from a focus on competition to one of
cooperation; from wanting things to valuing relationships; and
from enforcing uniformity to extolling diversity. There are four
styles the virtual project leader can consider.
Taskmaster: Authoritarian Management
An authoritarian “command and control”
method has long been the traditional management
style of American business. Most people learned this “spare
the rod and spoil the child” philosophy at home and in school,
followed by the “drill sergeant as god” in the military. This
task-focused leadership style requires directions to be delivered
from the authority above to the obedient subordinates below.
An authoritarian manager makes all the decisions, has all the
power and executive privilege and gives orders for strict execution by subordinates. While authoritarian management is suitable for certain situations (e.g.; emergencies needing quick
solutions), this style of leadership is inappropriate for situations that benefit from employee input, involve non-routine
problem solving, or require proactive team members.
Participative Management
A participative leader consults with subordinates, solicits ideas,
suggestions and opinions and then integrates this input into
organizational decisions. While participative management is
common in American corporations, it does not include a redistribution of power and authority. Paternalistic management
makes all major decisions and determines rewards. Although
the team players are responsible for personal performance,
they are not complete partners in the company since the team
lacks an equity stake in the enterprise and the authority to
make critical decisions.
Stewardship: The Empowering Leader
With a robust reward system, self-directed project teams
following a stewardship approach are empowered to make decisions and to take direct control of project work. Teammates
form their own leadership with the power to influence the goals,
systems and structures of the project. Stewardship presumes
project leaders to be committed to the success of the organization. While holding themselves personally accountable for the
results of the project and the actions of team members, steward
project leaders do not attempt to control subordinates or take
responsibility for the team’s professional development. The
steward leadership style helps organizations thrive in today’s
rapidly changing global business environment by tapping the
energies, commitment and knowledge of all project participants.
Servant Leadership
Servant leadership is an inversion of the traditional organizational pyramid, whereby the leaders transcend their own selfinterest to serve the needs of their followers. Servant leaders
nourish the growth and development of subordinates and
provide opportunities for individual material and emotional
gain. Although seemingly egalitarian and altruistic, servant
leadership functions on four basic precepts: put service prior to
self-interest; listen first to affirm others; inspire trust by being
trustworthy; and nourish growth.
Although each of the noted leadership styles is possible, the
project manager leader following a servant leadership style
is best suited for today’s virtual environment. The successful
global project leader’s skills include empathy for cross-cultural
issues, suaveness with cyberspace and the leveraging of technology to deal with change resistance. The most important issue facing the geographically dispersed project team,
however, is the development of trust. The tools of the astute
virtual project are discussed next.
Essentials for Virtual Project Teams
Internet and Telecommunication
The Internet, along with the accompanying telecommunications technologies, is presently the major influence on multiple
changes within business organizations as well as the
world community at large. Society and traditional cultural
relationships are experiencing profound changes, unprecedented in terms of time, space and distance—due to the light
speed of the new age of immediate 24/7 information sharing.
Compared to traditional business, where operations move at
a slow deliberate pace and change is met with skepticism, the
culture of the Internet business is agile, fast-paced and
receptive to new solutions. Virtual project teams operating
in this brave new world must embrace the expansion of
communications networks and business relationships across
organizational boundaries.
Group Identity
A crucial construct for virtual teams is the enabling of team
structures that formally establish team governance. But group
dynamics can challenge the virtual project team, dynamics
especially exacerbated by an “out-of-sight-out-of-mind”
mentality. Special issues in leading virtual project teams
include developing trust and group identity; sharing information; formation of clear structure and informal subgroups; and
understanding information. To counter the “out-of-touchout-of-the-value loop” negative feelings of the virtual team
member, strong connections between the project and the team
members are established by an enhanced sense of professional
community and trustworthy project leaders.
Sense of Professional Community
A globally-formed project team has greater challenges in
developing clear structures of team organization, processes,
information sharing and understanding of shared information. A broadband communication strategy employing
multiple media can counter the difficulty in sharing adequate
levels of information across distances. Broadband communication technologies that can facilitate the virtual project
team include the Internet, pagers and cell phones, teleconferwww.esd.org | The Engineering Society of Detroit | 37
tional leaders inspire a sense of importance about the project
mission and successfully transcend the barriers of geography
and culture—while maintaining accountability for results,
which is key to project success. A transformational leadership
style is best suited as the “right stuff” for virtual projects in
need of directive leadership functional in a global continuum.
encing and videoconferencing. Without face-to-face interaction, virtual team players have fewer shared experiences, lack
group cohesion and complete understanding of teammates’
roles and responsibilities.
Moreover, cliques tend to create antagonism and
competition between the team and the project manager.
The judicious, regular use of the broadband communication
technologies can help counter these difficulties. Regular
teleconference meetings, with a well-articulated agenda and
balanced participation, assist with forming a group identity in
addition to properly executing the project. Although a project
leader cannot prevent cliques and subgroups from forming, a
virtual team that perceives its project leader to be open, trustworthy and ethical will help maintain honest productive lines
of communication.
Trustworthy Transformational Project Leaders
The most important issue facing the virtual project team is
developing trust. Geographical dispersion creates the perception that virtual project leaders have little if any formal
authority. The problems of irregular and inconsistent communications, the personal unacquaintedness amongst the
dispersed team members and detrimental competitive feelings
all require the project leader to overtly and continuously build
trust as a top priority. Executing projects in the virtual workplace require an appropriate leadership style, understanding
of a global literacy and the astute use of technology in dealing
with resistance to change. Project management, as a leaderintensive undertaking, considers trustworthiness as the most
primal law of the virtual jungle. A trustworthy project leader is
the most critical component in the success of a virtual project.
A project leader with a servant leadership style is able to
stimulate the team to think about project requirements in
new ways, to leverage technology in facilitating change and to
emphasize group goals over personal self interests. Transforma38 | Technology Century | AUGUST–SEPTEMBER 2006
Conclusion
Global changes in communication technologies are creating
a new sociological and economic system and call for new
methods of project management. The cultural and societal
changes forged by globalization and networking transcend
national boundaries and governmental controls, while redefining the nature of project work into virtual teaming functioning outside the traditional organization. The virtual
project team has now become the new standard modus
operandi for planning and executing change-based projects, as
project management resources become globally accessible and
universally accepted. Virtual project leaders must have a global
literacy of culture that transcends national boundaries
and have an understanding of the role of technology in dealing
with change resistance.
Servant-style leadership provides the best model for the
virtuous leadership of virtual projects, since leading change is
a critical precursor of every project conducted in cyberspace.
Trustworthy transformational leaders with empathy for team
members help teams achieve higher project quality by successfully interlinking people and task for success over time in
dynamic and often chaotic environments. The formidable challenges of understanding culture and addressing change make
leading projects in the virtual atelier that much more exciting.
This article is an abridged version of the 2003 paper, “The
Virtuous Leading Virtual Project Teams” by the same author.
Dr. William Moylan, PMP, FESD, is on the
faculty of Eastern Michigan University’s
College of Technology as an instructor of
construction management, and consults,
trains and acts as an expert witness in
Project Management and Construction
Safety. Dr. Moylan received a BS in Construction Engineering from Lawrence Technological University, a master’s degree from the Massachusetts
Institute of Technology and a PhD from Capella University. Dr.
Moylan has extensive professional experience in all aspects of
program and project management and may be reached at [email protected].
12 Components
of Integrated Construction
Project Management
by Ahmed Awad and Mumtaz Usmen
onstruction projects are complex undertakings
requiring skilled and systematic management of
the numerous activities and processes involved
in building and rebuilding structures and facilities. The integrated project management framework promoted by Project Management Institute
(PMI) provides an excellent approach for construction projects. In this article, the authors summarize the different processes required to initiate, plan, execute,
control and close out a construction project. (It is important
to recognize that software—such as Excel, Timber Line, Primavera Project Planner, Primavera Expedition, Prolog Manager,
Minitab, and TreeAge—are essential support tools for obtaining
successful results with automated and integrated construction
project management.)
PMI defines a “project” as a temporary endeavor
undertaken to create a unique product, service or result,
and “project management” as the application of knowl-
edge, skills, tools and techniques to the activities of a
project to meet its requirements. Project management
is accomplished through the application and integration of many interconnected processes that span project
initiation, planning, execution, monitoring and control,
and closing. “Guide to the Project Management Body
of Knowledge,” published by PMI in 2004, describes the
processes pertaining to the management of project scope,
time, resources, costs, quality, communications, procurement, risk and integration to ensure that the various
elements of the project are properly coordinated.
1. Project Charter
A project charter is a document that formally authorizes the
project and covers:
• Business need addressed by the project
• Description and characteristics of the product or service
that the project is intended to create
A variety of procedures and templates are utilized by
construction companies to issue the project charter, which may
have different names, such as “Notice to Proceed,” “Letter of
Intent,” “Contract” or “Purchase Order.”
2. Project Scope Statement
The scope or project definition statement is a document used to
establish a common understanding of the project scope among
project parties and includes the following:
• Project justification explains the business need.
• Project products provide a summary of project description.
• Project deliverables is a list of sub-products required to
complete the project.
• Project objectives quantify criteria for the success of the
project (cost, schedule, safety and quality requirements).
3. Project Scope Management Plan
A scope management plan is needed to facilitate the project
scope as well as scope changes over the life of the project
and describes:
• How the project scope will be managed
• How the scope changes will be identified and classified
• How the scope changes will be integrated into the project
• Assessment of the expected stability of the project scope
4. Work Breakdown Structure
A Work Breakdown Structure (WBS) is a deliverable-oriented
grouping of project components developed by templates and
decomposition techniques that organizes and defines the total
scope of work in a project and is normally presented in chart
form. Each descending level in the work breakdown structure
represents an increasingly detailed description of the project
deliverables, with items at the lowest level referred to as “work
packages.” Each item in the WBS is generally assigned unique
identifiers that provide a structure for a hierarchical summation of costs and resources.
Construction companies can customize templates to
develop the WBS for specific projects. Different templates can
be produced for different types of construction projects to fit
the nature of the project and the method of delivery used, such
as design-bid-build or design-build contracts.
5. Time Management
Time management ensures timely completion of the project.
A project time schedule is developed and controlled to
avoid delays resulting in additional cost and includes the
following processes:
• Activity definition identifies the specific activities to be
performed to produce project deliverables.
• Activity sequencing defines relationships between activities.
• Activity duration estimating establishes durations for
individual activities.
• Schedule development uses Critical Path Method (CPM) or
Gantt charts.
• Schedule control manages changes to the project schedule.
(Depending on project size and complexity, some of the
software tools available for time management are Primavera
Enterprise (P3e); Suretrak; and Microsoft Project.)
6. Cost Management
Completing a project within the approved budget requires cost
management of the resources needed to complete project activities; the processes of cost management are as follows:
• Resource planning identifies and quantifies resources
(people, equipment, materials and subcontractors) to
perform project activities.
• Cost estimating develops an estimate of the costs of needed
resources.
• Cost budgeting allocates the overall cost estimate to
individual work activities.
• Cost control manages changes to project budget.
Earned value management is a technique commonly used
by construction companies for cost control and is useful for
integrating scope and time management with cost management.
(Software, such as Primavera Enterprise (P3e), utilizes value
management for cost management.)
7. Quality Management
Quality management ensures that the project will satisfy the
specifications and includes the following:
• Quality planning identifies quality standards relevant to
the project and determining the approach to satisfy
the standards.
• Quality assurance evaluates overall project performance
regularly to ensure adherence to relevant quality
standards.
• Quality control monitors specific project results to
determine compliance with relevant quality standards.
(Mini-tab software can be utilized for efficient statistical
analysis of quality management processes.)
8. Human Resources Management
Human resources management makes the most effective
use of the people involved in the project and includes the
following items:
• Staffing requirements define competencies needed of
individuals or groups in the time frames provided by the
project time schedule.
• Assigning of roles and responsibilities is necessary to
appropriate project participants and is closely linked to
the project scope definition. (A Responsibility Assignment
Matrix [RAM] is often used for this purpose and can also be
utilized for resource management.)
• Staffing management plan describes when and how
human resources will be brought into and taken off the
project; this plan often includes resource histograms
showing daily usage of different resources such as labor
and equipment.
• Organization chart displays project reporting relationships.
· Project staff assigned to work on the project.
· Project team directory lists all project team members
and stakeholders.
9. Communication Management
Communication management ensures timely and appropriate
generation, collection, dissemination, storage and ultimate
disposition of project information. Four major processes are
required for this purpose:
• Communication planning determines the information and
communication needs of the project parties; specifically,
who needs what information; when they will need it; and
how it will be delivered.
• Information distribution makes needed information
available to project parties in a timely manner.
• Performance reporting collects and disseminates
performance information.
• Administration closure generates, gathers and disseminates
information to close out a construction phase or the
entire project.
(Primavera Expedition and Prolog Manager software are
commonly used by larger construction companies for contract
administration, document control, cost management and
communication of project information. Web-based software
facilitates project collaboration.)
10. Risk Management
Risk management is a critical systematic process of identifying, analyzing, and responding to project risks. Project risk
management maximizes the probability and consequences of
positive events and minimizes the probability and impact of
events adverse to project objectives and processes. For effective
construction project risk management:
• A risk management plan describes how risk identification,
qualitative and quantitative analysis, response planning,
monitoring and control will be structured and performed
during the project life cycle.
• Risks categories are identified as technical, quality,
management, organizational and external risks.
• Triggers indicate when a risk has occurred or is about to occur.
• A list of prioritized risks includes rank (high, moderate
and low) or WBS level.
• A risk response plan includes identified risks, assigned
responsibilities, agreed responses (such as avoidance),
transference and mitigation or acceptance for each risk.
Response times and budget, contingency plans and fallback
plans may be included.
(TreeAge is useful software for risk management. Large
construction companies develop in-house risk management
procedures and associated manuals for projects, including
customized templates to facilitate the risk management processes.)
11. Procurement Management
To fulfill project objectives, procurement management is
used to acquire materials, contractors, subcontractors, consultants and services from outside the performing organization.
Procurement management processes are as follows:
• Procurement planning determines what to procure and when.
• Solicitation planning documents product requirements and
identifies potential sources.
• Source solicitation obtains quotations, bids, offers
or proposals.
• Source selection selects from among potential sellers.
• Contract administration manages relationships with sellers.
• Contract closeout finalizes and settles the contract.
12. Integrated Project Plan
An integrated project plan ensures that the various project
plans pertaining to the different project elements are properly
TABLE 1.
Integrated Project Management Elements, Prerequisites, and Deliverables
Project Management Element
Product Description
Project Charter
Scope Statement
Scope Management Plan
Work Breakdown Structure
Construction Project Schedule
Cost Estimate
Resource and Cost Loaded Schedule
Quality Management Plan
Staffing Management Plan
Prerequisite for
• Scope Statement Process
• Scope Management Plan Process
• Quality Management Process
• Procurement Management Process
• Integrated Management Process
• Risk Management Process
• Time Management Process
• Cost Management Process
• Human Resource Management Process
• Work Breakdown Structure Process
Deliverable of
• Work Breakdown Structure
Process
• Human Resource Management
Process
Communication Management Plan
• Communication Management
Process
Risk Management Plan
Procurement Management Plan
Integrated Project Plan
coordinated. This formal plan is an approved document used
to manage project execution, and includes:
• Project charter
• Scope statement
• WBS
• Performance measurements (cost estimate and baseline
schedule)
• Major milestones
• Subsidiary management plans (plans for scope management, time management, resources, risk management,
communication, quality and change management)
Table 1 summarizes the PMI framework for integrated
construction project management processes, showing
which elements serve as prerequisites, deliverables or both,
depending on the specific project. It should be noted that
the framework described here is a continuum wherein
some elements may have multiple prerequisites and deliverables and may serve as prerequisites or deliverables to other
processes. The knowledge, skills and processes summarized
and described are not meant to be uniformly applied on
all projects. The project manager, in cooperation with the
project team, is responsible for determining which processes
are most appropriate to the project at hand, and what level of
rigor is needed for each process.
Dr. Mumtaz Usmen is Professor and
Chairman of the Civil and Environmental
Engineering Department at Wayne State
University. Before taking this position in
1989, Dr. Usmen was a Professor of Civil
Engineering at West Virginia University,
where he also held the position of
Technical Director of the Center for
Excellence in Construction Safety. Dr. Usmen specializes in
construction materials and management with a focus on safety,
quality and organizational improvement. Dr. Usmen is an ESD
Board Member and Fellow, and a longtime member of ESD’s
Construction and Design Strategic Interest Group.
Ahmed Awad, PhD, PMP, is an adjunct
professor and manager of the construction
management program at WSU. A member
of ESD, Prof. Awad has over twenty years
of experience including project management for Detroit Edison, General Motors
and major municipalities, and is an expert
in project scheduling, resource loading
and cost control.
A Rewarding Opportunity to Be a Future City Mentor
ESD is looking for engineers and architects to mentor school teams for the ESD Michigan Regional Future City Competition. Mentoring a Future City team is an immensely
rewarding experience. The program helps prepare 7th and 8th grade students for life in the
real world and has a positive impact on the future of engineering as a profession.
Future City is a team-based activity. Teams consist of students, a teacher and an engineer mentor—and the engineer mentor is a key part of the success of the program. If you
are interested and can volunteer at least 40 hours of your time between August and January,
contact ESD’s Susan Shanaman at 248–353–0735 or [email protected].
Additional information about the competition is available at www.esd.org.
WORKING WORLD 101: ACHIEVING SUCCESS AS A NOVICE ENGINEER
Chapter 8: Stand and Deliver—
Presentation Skills Are Critical
in Every Arena
Gary E. Mach, JD
ASQ-Certified Quality
Manager
Spectrum Strategies
[email protected]
A Continuing Series of Columns Designed to Help Young
Engineers Find Their Way
Walking on Hot Coals?
A previous column advised the novice engineer to “take off
that lab coat and get out there and sell”— however, the article
did not provide presentation skill mechanics. Some readers
undoubtedly feel that they would much rather walk on hot
coals than make a public presentation (surveys suggest that for
many people the fear of speaking in public is second only to the
fear of death). If you are among those who feel a chill in the
spine when it is time to stand and deliver, there is good news:
Presentations skills are easy to grasp, and through practice, easy
to master.
Practice makes perfect!
Nearly everyone is nervous about speaking at first, and
absolutely everyone improves through practice. The outlets
for presentation practice include your work team, your
department, your community groups, alumni associations
and professional associations.
10 Steps for Success!
Here are 10 steps to improve your presentation skills:
1. Start Early. If you have an opportunity to speak coming up,
get started right away on your presentation. Begin with brainstorming some ideas, and then organize ideas into an outline.
From the outline, write a more formal presentation.
2. Organize. If you are preparing a formal speech, spend
some time refining the outline. Common methods include
using a timeline of events. Good speeches have a distinct
beginning, middle and end, and repeat the main message.
Use a strong statement, quote or challenging concept at the
beginning, explain your thoughts in the middle and don’t
forget to save a powerful statement for the closing as well.
3. Practice, Practice, Practice. Rehearse your speech in the
mirror at home. Find a friend or colleague to hear your talk
and provide feedback. Videotape your talk and then watch
the replay. Take notes on your body language, speech habits
and ability to sound confident and convincing.
4. The Big Day. Be serious about your speaking opportunity:
Wear your best suit or outfit and bring along plenty of
business cards to hand out.
5. The Event. Arrive early to examine the room in which you
will speak. If you’re speaking to a large group, try to arrange
to test the sound system and adjust the microphone.
6. Be Prepared. Bring along a short biography in case the host
will be introducing you; nothing too detailed, just who you
are, where you work and where you went to school.
7. Relax. Before your turn, find a quiet place to relax for a few
moments. Drink some water, take a few deep breaths and
shake the tension out of your arms and hands. Practice the
first few sentences of your presentation.
8. Now, Deliver. Take command of the room. Smile, and
thank the person who introduced you. Speak clearly and
slowly. If you are at a podium, rest one hand on your
notes, and let the other relax by your side. Do not grip the
sides of the podium. Hold your head up and speak mostly
from memory, glancing at your notes from time to time to
pause and stay on track with your speech. Slowly make eye
contact with various members of the audience. Don’t forget
to breathe, and pause periodically to stay calm and allow the
audience to comprehend your message.
9. Seek Feedback. Afterwards, ask for constructive feedback
on the content of the speech or on your presentation style.
Take notes, and use these to improve.
10.Start All Over Again. Now that you have taken the plunge,
ask yourself what you liked about the experience, and how
you can improve. Start immediately planning your next
presentation opportunity.
One of the best vehicles to improving your presentation skills
is the worldwide organization, Toastmasters, International.
Toastmasters International
Toastmasters International is made up of thousands of people
like you who simply want to improve their communications
technique. Just in Southeast Michigan alone, Toastmasters
has hundreds of local clubs, many located inside large firms.
To find a club near you, look on www.toastmasters.org.
Toastmasters provides an excellent opportunity to practice
your presentation skills and get good feedback from others
committed to improvement just like you.
/>iÊ>Ê
/iÊÕÌÕÀiÊi}ÃÊ
ÌÊ/ÃiÊ7Ê>Ài
iÀÞÊÀ`½ÃÊ`>À}ÊÛÃÊvÊ>ÊÛ}Ê
>ÕÌLiÊ>ÃÃiLÞÊiÊÃÌ>ÀÌi`Ê>Ê
i}iiÀ}ÊÀiÛÕÌ°Ê/`>Þ]Ê7>ÞiÊ
-Ì>ÌiÊ1ÛiÀÃÌÞÊÃÊi>`}ÊÌiÊÜ>ÞÊÌÊ
ÌiÊvÕÌÕÀiÊvviÀ}Ê«ÛÌ>ÊÃÌÕìÃÊÊ>Ài>ÃÊ
ÃÕVÊ>ÃÊÌiÀ>ÌÛiÊiÀ}ÞÊ/iV}ÞÊ
/®]Êi`V>Ê}iiÀ}Ê>`Ê
}iiÀ}Ê>>}iiÌ°
`Û>Vi`Êi}ÀiiÃÊÊ
i`V>Ê}iiÀ}
>Ãi`ÊÊÛiÀÊÈxÊÞi>ÀÃÊvÊVÌÕÕÃÊ
ÀiÃi>ÀVÊiÝ«iÀiViÊÊÌiÊ>Ài>ÊvÊ
Li`V>Êi}iiÀ}]ÊÕÀÊ«À}À>Ê
«Ài«>ÀiÃÊÃÌÕìÌÃÊÌÊÀi`ÕViÊÌiÊÀÃÊ
vÊÕÀÞÊÌÊÌiÊ««Õ>Ì]ÊìÃ}Ê
i}iiÀi`ÊÌÃÃÕiÃÊ>`Ê«>ÌÃ]ÊìÛi«Ê
VÀÃÞÃÌiÃÊvÀÊ>ÀÌwÊV>ÊÛÃÊ>`Ê
ÌiÊÀi>ÌiÊìÌiVÌÊvÊV>ViÀ]Ê>`Ê
«ÀÛiÊ>}}ÊÃÞÃÌiÃÊÌÊ>ÜÊvÀÊ
}Ài>ÌiÀÊÕìÀÃÌ>`}Ê>`Ê«ÀÛi`Ê
`>}ÃÃÊvÊÕiÀÕÃÊ`Ãi>ÃiÃ°
}iiÀ}Ê>>}iiÌÊ>ÃÌiÀ½ÃÊ
*À}À>Ê*®
7>ÞiÊ-Ì>Ìi½ÃÊ*Ê«ÃÌÃÊi}iiÀÃÊ
ÜÌÊ>ÌÊi>ÃÌÊÌÀiiÊÞi>ÀÃÊvÊvÕÌiÊÜÀÊ
iÝ«iÀiViÊÌÊiÝViÊ>ÃÊi>ìÀÃÊÊ`ÀiVÌ}Ê
ÌiV}ÞÊ>`ÊV>}i°Ê-ÌÕìÌÃÊ
VÕÌÛ>ÌiÊÜi`}iÊ>`ÊÃÃÊÌ>ÌÊV>Ê
i`>ÌiÞÊ>««ÞÊÌÊÌiÀÊV>ÀiiÀÃ°ÊÌÊÃÊ
vviÀi`ÊÌÊµÕ>wÊi`Ê}À>`Õ>ÌiÊÃÌÕìÌÃÊ
V>«ÕÃ]Ê>ÃÊ>ÊiÝVÕÃÛiÊÀ`ÊÀÊ
6ÃÌiÊ«À}À>]ÊÀ asÊ>ÊVÕÃÌâ>Li
«À}À>ÊÌÊ"Ã]ÊÃÕ««iÀÃ]Ê>`Ê
>ÕÌÌÛiÊÀ}>â>ÌÃÊÌiÀiÃÌi`Ê
Ê>««Þ}Ê>`Û>Vi`Êi}iiÀ}]Ê
>Õv>VÌÕÀ}Ê>`Ê>>}iiÌÊìÃÊ
ÌÊÌiÀÊLÕÃiÃÃiÃ°
>ÃÌiÀÊvÊ-ViViÊÊ/
7ÌÊÕÀÊÌiÀ>ÌÛiÊiÀ}ÞÊ/iV}ÞÊ
>ÃÌiÀ½ÃÊì}ÀiiÊ«À}À>]ÊÜi`}iÊ
}>i`ÊÊÌiÊV>ÃÃÀÊÌÀ>Ã>ÌiÃÊÌÊ
>`ÃÊiÝ«iÀiViÃÊÊÌiÊwÊi`ÊÌÀÕ}Ê
7>ÞiÊ-Ì>Ìi½ÃÊÃÌÀ}Ê«>ÀÌiÀÃ«ÃÊÜÌÊ
}ÛiÀiÌÊÀ}>â>ÌÃ]Ê>ÕÌÌÛiÊ
V«>iÃÊ>`ÊvÕiÊViÊ>Õv>VÌÕÀiÀÃ°
i`V>Ê}iiÀ}
iV>Ê}iiÀ}Ê>`Ê
>ÌiÀ>ÃÊ-ViViÊ
ÛÊ>`ÊÛÀiÌ>Ê}iiÀ}
iVÌÀV>Ê>`Ê
«ÕÌiÀÊ}iiÀ}
}iiÀ}Ê/iV}Þ
`ÕÃÌÀ>Ê>`Ê>Õv>VÌÕÀ}Ê
}iiÀ}
iV>V>Ê}iiÀ}
ÀÊÀiÊvÀ>ÌÊ>LÕÌÊ7>ÞiÊ
-Ì>Ìi½ÃÊi}iiÀ}Ê«À}À>Ã]ÊÛÃÌÊ
ÜÜÜ°i}°Ü>Þi°i`Õ]ÊÀÊi>Ê
}À>`Õ>Ìi«À}À>ÃJi}°Ü>Þi°i`Õ°
7À`
>ÃÃÊ`ÕV>ÌÊÊÌiÊ,i>Ê7À`/
Savings Add Up
for
MEMBERS OF THE
Engineering Society of Detroit and its Affiliated Technical Societies
GROUP DISCOUNTS
G e t Th r e e T y p e s o f S a v i n g s o n
Your Home and Auto Insurance.
ESD members and members of its affiliate technical societies
can enjoy special discounts on their auto and home insurance
with Citizens Insurance Company of America. These group
discounts are exclusive to members through The Hartland
Insurance Group, Inc.
And you can save even more if you qualify for the discounts below. As a final savings,
take advantage of the convenient Electronic Funds Transfer (EFT) payment option —
and eliminate installment fees on your policy bills.
Call the pioneer in insurance
for members of professional
associations—
Hartland Insurance
Group, Inc.
Through their outstanding mix of
Auto Insurance
Savings:
Homeowners
Insurance Savings:
1
Member discount
1
Member discount
2
Policy Credits
and Discounts
2
Policy Credits
and Discounts
■
■
■
■
■
Home ownership
Paid-in-full
Multi-Policy
Multi-Car
Anti-theft device
■
■
■
■
Newly built home
Anti-theft device
Smoke alarms
and sprinklers
Insuring your
auto with
Citizens Insurance
Additional
Savings:
3
Save $5 per payment
when you sign up for
the Electronic Funds
Transfer policy premium
payment method. If you
have a 10-payment
plan, you’d save $50
per policy period.
friendly and professional service
and the innovative home and
auto insurance programs from
Citizens Insurance, you can save
big on your personal insurance.
Call us today at 800-682-6881
for a free comprehensive quote.
691 N. Squirrel Rd., Suite 190
Auburn Hills, MI 48326
Policies are underwritten by the Citizens Insurance Company of America and/or Citizens Insurance Company of the Midwest, companies of
The Hanover Insurance Group. Participation in the group auto and home insurance program is based upon group membership and company
underwriting guidelines.
www.hartlandinsurancegroup.com
This document offers a brief description of coverages and programs. Actual coverages may vary by state. Options and credits are not
available in all states. For exact terms, conditions, exclusions and limitations of coverages, please contact the branch office nearest you.
Citizens Insurance and The Hanover Insurance Group with Eagle icon are trademarks of The Hanover Insurance Group, Inc.
Citizens Insurance Company of America | 645 West Grand River Avenue, Howell, MI 48843
www.Citizensinsurance.com
800-682-6881

Annual Dinner - The Engineering Society of Detroit

Transcription

Similar documents

MiniPulse - Electrostatica

PDF Presentation

eSchoolData User Guide - Spackenkill Union Free School District

NASA - Stonhard

(Microsoft PowerPoint - R4_ExMarket_PPT_Philippines_Mr. Rene Romeo

2011 APBA Detroit Gold Cup Races

ANSI/ESD S 20.20 and Program Management

SOLDERING/DESOLDERING/SMD REWORK Lead Free Soldering

“El Blanco Licor de la diosa Mayahuel” (The White Liquor of

Terry Cross - TiECon Midwest